annual report 2010-2011 - inelectraof the smartplant foundation tool, key to project management in...

ANNUAL REPORT 2010-2011

ExPERiENcE ANd iNNOvATiON fOR

ThE vENEzUELAN mARkET

The talent of our people and an efficient

work system -backed by strict

enforcement of quality, safety, health

and environmental standards- are the

factors that differentiate us and have

helped us meet the challenges we set

ourselves during this period.

MARKETS AND PROJECTS

BASIS OF COMPETITION

CORPORATE RESULTS

PROJECTS

ExEcUTivE SUmmARY Alianzas y proveedores tecnológicos de valor

ACTUALIZACIÓN TECNOLÓGICA Metas cumplicas


The 2010-2011 fiscal year was a time for resizing

inelectra as an engineering and construction

company focused on the Venezuelan market,

where it maintains an acknowledged leadership in

services for the energy and hydrocarbon sectors

and the largest capacity for execution of Lump

Sum EPC projects.

Since its inception, the company has faced a series

of challenges. We have come out of a difficult year,

with a process of contraction, which was reflected

in economic performance and required us to

undertake a thorough review of strategies. After

analyzing the most competitive business scenarios,

we considered, among others, selling the

international operation to the Petrotiger Business

Group based in Bogotá, Colombia. This initiative

was accepted after evaluating all the benefits and

the impact of the transaction and implemented in

June 2010.

Backed by over 42 years’ experience, accumulating

extensive knowledge of the Venezuelan market

and developing multiple capabilities, this sound

decision enabled us to refocus our efforts on

serving local demand and achieving a significant

share of the portfolio of investment projects in the

areas of crude production, gas, refining,

petrochemicals and power generation.

As a result of the Intensive Sales Plan, the year saw

the largest backlog in our history with US$769.7

million and 5,907,500 man-hours. This workload

gave an important impetus to the growth of

inelectra in the short term.

In February 2011, company management held a

Strategic Workshop which confirmed the alignment

of the vision of the shareholders and the Board of

Directors on strengthening inelectra as a

Venezuelan company, identified with the country,

with an excellent technical level, talent, credibility

and the necessary financial capacity.

At the end of this fiscal year, we feel proud of our

strengthened leadership and recognition from our

customers that we are one of three most important

engineering and construction companies in Latin

America.

BACKLOG

US$ 769.7 million at end of March 2011



CORPORATE RESULTS

PROJECTS




strategies and lines of action

As part of the annual planning activities, our review

of our strategies and lines of action confirmed our

projected positioning in oil and gas projects related

to development of new oil fields, upgrading of

refining capacities and of heavy crude, and

petrochemical and power generation projects.

lineS of action

Relationships•

Partnerships•

Talent and organizational climate•

Financial management•

Business development•

Execution capacity•

Communication•

RELATIONSHIP. We are consolidating our relations with

our two main customers, PDVSA and CORPOELEC,

by fostering professional and business links at all

levels. We became the leading contractor of PDVSA

Engineering and Construction providing support

for their most important projects.

We achieved an important position in Eastern

PDVSA through our participation in crude upgrader

projects in Jose and in development of the blocks

in the Orinoco Belt which new actors -such as

Petromacareo and Petroindependencia- are

operating.

ALLIANCES. We are strengthening our relations with

companies with recognized worldwide experience,

such as the Japanese JGC and Chiyoda for

execution of the Deep Conversion project of the

Puerto La Cruz Refinery, Technip for the Western

Cryogenic Complex project, Fluor for

Petroindependencia, SNC Lavalin for Petromacareo,

Electroingeniería for Termozulia III, and Andrade

Gutiérrez for Steel City. And we are continuing to

monitor and analyze opportunities with companies

such as Hyundai, Samsung, Mitsubishi, Odebrecht,

Mitsui, Saipem and WorleyParsons.



CORPORATE RESULTS

PROJECTS




INCOME

US$ 235.7 million

SALES

US$ 379.2 million

TALENT AND ORGANIZATIONAL CLIMATE. In the training

area, we relaunched the “Luis Bertrand Soux”

scholarship program for graduates in various

engineering disciplines. We started the plan to

recruit new talent, expanded quality of life

activities, improved the employee plans and

benefits program, designed and implemented an

agenda of talks by experts on topics of interest to

staff, and resumed the program which recognizes

achievements in projects.

To improve the organizational climate, we gave

priority to communication programs for employees

with meetings to share information, and expanded

the management coaching program to more levels

of the organization.

FINANCIAL MANAGEMENT. We deepened our relations

with financial institutions to arrange schemes to

back the development of our business, developing

new lines of credit and reinforcing our financial

capacity for EPC projects in Venezuela.

BUSINESS DEVELOPMENT. We significantly reactivated

commercial activity, preparing a total of 71 bids for

our customers, obtaining very positive results that

outperformed the Sales Plan targets with 167%

compliance.

$

$



CORPORATE RESULTS

PROJECTS




EXECUTION CAPACITY

1,500,000 man-hoUrS per year

EXECUTION CAPACITY. We continued implementation

of the Smartplant Foundation tool, key to project

management in an engineering and construction

company. Additionally, we introduced the

Primavera P6 support for project planning and

control and concluded the SAP development for

administrative procedures, talent and cost control.

COMMUNICATION. We promoted an intensive internal

communication plan to expand provision of

information to all staff. Eight workshops were held

to provide information and discuss strategies and

action plans with supervisory staff from all offices,

and 12 meetings of the Executive Presidency were

held with staff to share the situation of the

company, short-term plans and their concerns.

strategies 2010-2011

Keep our position as the leading engineering •

and construction company in Venezuela with

the largest capacity for EPC projects.

Focus on the energy projects portfolio.•

Strengthen technological and professional •

development as the basis for execution

capacity and productivity.

Achieve quality results with the expected •

profitability.

Find new areas of opportunity without •

diverting the focus from the energy sector.

Attract, develop and retain key personnel.•

Generate high value for shareholders.•

EMPLOYEES

over 950 employeeS with 12 years average experience



CORPORATE RESULTS

PROJECTS




OUR PEOPLE

During 2010-2011 we activated the staff recruitment

plan and achieved 20% growth with a view to

providing the services required for the contracted

projects.

We reinforced the ongoing learning and

development program aimed at improving the

technical and managerial skills of our human capital

and expanding our expertise in project

development.

We promoted the values and principles of our

corporate culture and reaffirmed modeling as a

mechanism for transmitting these values to the

new generations and for continuing to build the

history of inelectra on the basis which has guided

us since our inception and which has made us the

solid and reliable company we are today.

technology

As part of the Technological Upgrade Plan (PAT)

2010-2011, inelectra continued implementing

support for materials design and control, and

improvements to management control systems.

Along with these achievements, the company

made significant progress in the use of SmartPlant

Foundation, latest generation modeling and design

tools from Intergraph. This supplier selected

inelectra for their “2010 Engineering & Schematics

Excellence Award” which goes to their most

outstanding customer of the year in the use of the

tools they develop and supply. With these activities,

inelectra kept its commitment to develop

innovation in technology and expertise, and

leveraged the process of standardizing the use of

these tools. With this new technology platform in

operation, inelectra is now able to optimize its

performance as a leading EPC company and claim

a unique competitive edge in the industry.



CORPORATE RESULTS

PROJECTS




Quality

During the 2010-2011 period we implemented and

continuously improved the processes, which

contributed to customer satisfaction, as part of the

quality management system that oversees and

controls the organization in this area.

hse

We are proud of our commitment to strict

compliance by all employees with the Health,

Safety and Environment (HSE) policy, which

achieved favorable indicators in industrial accidents,

occupational illnesses and the environmental

impact of our project management during the

period.

sustainaBle development

As a socially responsible company committed to

national development, in all its projects inelectra

promoted the sustainable growth of communities

with education, environmental, cultural and health

programs, and fostered the training of talent and a

higher quality of life for its employees.



CORPORATE RESULTS

PROJECTS




PROJECTS

49 projectS / 1,000,000 man-hoUrS

Who We are, Where We are going

Our successes in the 2010-2011 fiscal year

stemmed from our ability to identify market

opportunities and develop sound strategic

plans, always inspired by the values and

principles that have differentiated us:

professionalism, transparency, honesty,

quality, safety, active respect for the

environment, and social responsibility toward

the communities where our projects are

located.

Relations with our customers were based on

the talent of our human capital, availability of

tools for first line execution, world-class safety

records, the financial strength to take on

lump-sum contracts, and a deep sense of

social responsibility.

On this strong foundation, we will continue

to be a corporation with an image and

reputation for excellence, quality, capacity

and performance, with a vision and

commitment for the long term.

César Millán Abreu / President



CORPORATE RESULTS

PROJECTS




servicing demand

from the energy sector

EXECUTION CAPACITY: 1,500,000 man-hours per year

PROJECTS: 49 projects and 1,000,000 man-hours

EMPLOYEES: Over 950 employees

with 12 years average experience

WORKSTATIONS: 220 3D stations and 930 2D

Developing experience and skills

associated with the most attractive

markets, which generated the greatest

business opportunities in Venezuela.

WESTERN EC MARACAIBO

EASTERN EC PUERTO LA CRUZ

CARACAS EC

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS

mARkETS ANd PROJEcTS


In line with the direction of corporate strategy

defined in 2006, inelectra maintains its commercial

focus on development of engineering,

procurement and construction projects for the

energy sector in the sub-sectors of oil production,

gas production and processing, refining,

petrochemical and power generation. In Venezuela

these are the most active markets, which generate

most of the business opportunities, which is why

this strategy was maintained during the period.

The Venezuelan engineering and construction

business maintained its supply of opportunities for

developing projects in the investment portfolio of

state companies, especially PDVSA, Pequiven,

CORPOELEC and their subsidiaries and strategic

associations, related to plants and facilities for oil

production, refining, petrochemical, gas processing

and power generation.

In response to this demand, inelectra strengthened its

position as market leader with the experience,

execution capacity, talent and skills needed to support

the execution plans of these projects, meeting

customer requirements and expectations and

contributing to the social development of the country.

inelectra has established business relations with

international engineering and construction

companies, including SNC Lavalin, Odebrecht,

Kellogg Brown & Root, WorleyParsons, Aker

Solutions, Technip, Saipem, JGC, Chiyoda, Mitsui,

Hyundai, Samsung, Prosernat and Sadra. These

relations will help develop the projects in

Venezuela for which we have offered our services

and extensive knowledge of the local market for

our mutual benefit. In some cases, inelectra has

already developed alliances or agreements as

subcontractor and expects to continue building

relationships to participate in the Venezuelan

market in a number of important projects and

business opportunities.

In line with the objectives set out in the business

strategy and backed by its business strengths, the

company successfully identified projects and was

awarded contracts during the period.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



inelectra’s strengths in the venezuelan

market

Execution capacity in Venezuela with excellent •

talent, systems and expertise.

Knowledge of the Venezuelan market and the •

requirements of EPC projects.

Successful experiences in implementing •

projects in highly challenging environments.

Effective network of relationships to capitalize •

on opportunities.

Record of successful projects completed for •

PDVSA, its subsidiaries and Pequiven.

Financial capacity to manage EPC projects.•

market segments

POWER GENERATION• . Participation in the ENELVEN

Termozulia II and III projects and self-

generation projects for the crude upgraders

and the PDVSA facilities at Jose, Anzoátegui

state.

REFINING• . Support for changes of processes to

adapt units to new feeding diets in the PDVSA

Paraguaná Refining Center.

GAS• . Follow up of offshore developments, Delta

Platform, Ypergas second phase, and

construction management of the PDVSA Gas

SINORGAS project.

ORINOCO OIL BELT• . Presence in developing the

new Junín and Carabobo fields with projects

for Petromacareo and Petroindependencia.

presence in major energy developments

Through its Execution Centers in Caracas, Puerto La

Cruz and Maracaibo, inelectra progressed with

execution of projects in refining, gas and power

generation, as well as projects requiring specialty,

operational and TAS-type services (Technical

Assistance Services) to develop production and gas

projects for PDVSA, joint ventures and international

operators.

The Eastern Execution Center grew significantly

and maintained a continuous presence in the gas

processing complex in the heavy crude upgraders

in its region and Puerto La Cruz Refinery.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



major projects

METOR. The Methanol Plant expansion project was

successfully completed, marking a milestone in

inelectra‘s history since the company had built the

plant in 1994. A total of 700,000 man-hours of

services and 6,330,000 man-hours of construction

work were required. The plant is now operational to

the full satisfaction of our customer. Executed by

the consortium integrated by Mitsubishi Heavy

Industries Ltd. (MHI) and inelectra.

DEEP CONVERSION - PUERTO LA CRUZ REFINERY. Progress in

negotiations on Phase II of the Deep Conversion

project of Puerto La Cruz Refinery for PDVSA. The

work will maximize the processing of heavy crudes

from the Orinoco Oil Belt and produce export-

quality light products.

The works to install the new facilities and

adaptations planned for the expansion of the

Puerto La Cruz Refinery will be executed in

accordance with the IB FEED Package developed by

CONFEED (inelectra-JGC and Chiyoda of Japan)

during Phase I. The project scope includes detail

engineering, procurement management, and

construction management of Phase II. Support

services will also be provided for commissioning

and start-up for these works.

During the negotiation period of Phase II, inelectra

has continued to provide technical and

administrative support for PDVSA for development

of the initial works of the Deep Conversion Project

through its technical assistance contracts with the

state company. For these scopes, a work group of

120 people is maintained operational in Caracas

and Puerto La Cruz.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



DEEP CONVERSION - Puerto La Cruz Refinery. Progress

in negotiations on Phase II of the Deep Conversion

project of Puerto La Cruz Refinery for PDVSA. The

work will maximize the processing of heavy crudes

from the Orinoco Oil Belt and produce export-

quality light products. The works to install the new

facilities and adaptations planned for the expansion

of the Puerto La Cruz Refinery will be executed in

accordance with the IB FEED Package developed by

CONFEED (inelectra-JGC and Chiyoda of Japan)

during Phase I. The project scope includes detail

engineering, procurement management, and

construction management of Phase II. Support

services will also be provided for commissioning

and start-up for these works. During the

negotiation period of Phase II, inelectra has

continued to provide technical and administrative

support to PDVSA for development of the initial

works of the Deep Conversion project through its

technical assistance contracts with the state

company. For these scopes, a work group of 120

people is maintained operational in Caracas and

Puerto La Cruz.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



TERMOZULIA III. Start of Termozulia III project for

ENELVEN; scope covers installation of a 500 MW

thermoelectric generation plant using two gas

turbines and one steam turbine in a combined

cycle configuration, multi-axis, dual fuel. The works

are being executed in La Cañada de Urdaneta

municipality, Zulia state, and involve 3,000,000

man-hours of construction and a three-year

execution period, which allows for long-term

planning and reinforcing our execution capacity.

Developed by EIS Consortium, formed by inelectra

(47.5%), Electroingeniería of Argentine (47.5%) and

Sener of Spain (5%).

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



WESTERN CRYOGENIC COMPLEX. The Western Cryogenic

Complex project is executed in partnership with

Technip of France. PDVSA Gas signed an agreement

for US$375 million with the French export agency

COFACE and BNP Paribas to finance purchase of

long lead-time equipment and development of

detail engineering. This phase of the project is

expected to begin in mid-2011, followed by the

engineering, procurement and construction

component in early 2012.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



TECHNICAL ASSISTANCE FOR CRP - AMUAY REFINERY.

Conceptual engineering will evaluate the available

area in Block 30 of Amuay Refinery in the Paraguaná

Refining Center (CRP) and determine if the space is

sufficient and meets all requirements for installation

of new Delayed Coking Plant process units,

included in the PDVSA project to adapt the CRP to

medium and deep conversion.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



PETROMACAREO. Closure of project engineering

services for the Petromacareo (EMP) joint venture,

part of the Oil Sowing Plan which PDVSA is

implementing in the Orinoco Oil Belt; specifically

development of the resources of Junín-2 Block in an

area of 247.77 km2. The objective was to provide the

engineering needed to support the infrastructure

and systems required for extra-heavy crude

production. The Petromacareo joint venture is

formed by PDVSA CVP (60%) and Petrovietnam

(40%). For this project, inelectra was contracted by

Canada’s SNC Lavalin on a refundable professional

fees basis.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



PETROCEDEñO. Progress on the project to Adapt the

Petrocedeño Main Station in San Diego de Cabrutica

on the North bank of the Orinoco River, Anzoátegui

state. Scope includes detail engineering and

procurement support - to be executed by one of

the Petrocedeño partners. The contract terms are

refundable by man-hours executed. The project is

developed by an alliance between PDVSA

Engineering & Construction and inelectra.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



For each of these projects, inelectra used all its

capacity and experience, enhancing its reputation

for quality management.

METOR ended with an impeccable safety •

record.

Deep Conversion is the most important project •

awarded to Venezuelan contractors. inelectra is

the local partner in the consortium.

Petrocedeño is our first experience of direct •

execution of projects jointly with PDVSA

Engineering and Construction.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS



high vALUE iNTEgRATEd

TEchNicAL SOLUTiONS

By building up its capacity to execute

ever more challenging projects and

strengthening the leadership of its

management team and specialists,

inelectra is creating more advantageous

conditions for competing and adding

value to its customers’ organizations and

businesses.

The company supports its differentiating

processes with advanced technologies in

design in collaborative environments.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS

BASiS Of cOmPETiTiON CAPACIDAD TECNOLÓGICA Alianzas y proveedores tecnológicos de valor



TEchNOLOgicAL cAPAciTY

inelectra is the only engineering and construction

company which uses the SAP platform to control

project costs in a collaborative environment,

resulting in efficient and effective integrated

management of EPC projects, from early

procurement of materials and equipment to

contracts for works. This robust platform supports

all financial and administrative processes, and

facilitates detailed control of the management of

each project.

For handling, interdisciplinary review, approval and

electronic distribution of project documentation,

the company uses the SAP DMS tool,

supplemented with Adobe ProfessionalTM. This

solution controls all variables associated with issue

of products and streamlines the decision-making

process by allowing real-time consulting. Also, in

this period the updating of the suppliers and

contractors master system continued.

The organization used web applications, which

optimized administrative activity in each project,

allowing the recording and approval of time

invested, along with handling of applications and

approvals for travel expenses, and processes for

purchase orders, contracts, billing and payments.

With the implementation of SmartPlant Materials,

the organization obtained a tool integrated into the

SAP project management platform for financial

control and 2D and 3D design for handling

materials and specifications under the same

parameters. The application transfers metric

computations of the design, establishes requisitions

and controls quantities, carries out detailed tracking

of materials and equipment from engineering to

reception in warehouse and dispatch to works,

keeping an accurate record of available and missing

items during construction.

inelectra also developed applications to guarantee

execution of commitments of variable magnitudes

and the technical quality it has always maintained

over the years.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




With the Technical Review System from the

product design stage, the interdisciplinary review

took place in a collaborative environment with the

participation of specialist engineers with great

experience and knowledge in each area.

To improve the efficiency of work processes and

maximize use of the knowledge gained and shared

during execution of projects, the organization

made use of its INGENIO knowledge management

system to validate and later disseminate lessons

learned at the start of each project.

technology partnerShipS and providerS of valUe

inelectra• maintains agreements with leading

software suppliers for conceptualization,

design, procurement and construction of

industrial plants. The agreements cover all

phases of collection, processing, analysis and

delivery of information related to design,

procurement, construction, startup, operation

and maintenance of plants.

The agreements with Intergraph, Autodesk, •

Bentley and close relations with developers

such as Aveva, Caxperts or AspenTech, among

others, kept inelectra abreast of the latest

technological developments in the industry.

An excellent example was the use of the

Intergraph SmartPlant Enterprise suite of

applications as base work platform. This is a

solid means for development and control of

the information flow based on SmartPlant

Foundation as center for integration of

interdisciplinary data, produced from tools such

as SmartPlant 3D, SmartPlant P&ID, SmartPlant

Instrumentation, SmartPlant Electrical,

SmartPlant Materials, and also PDS.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




Applications of varying scope, including •

AutoPLANT, AutoCAD PLANT 3D, CADworks

and PDMS guaranteed the flexibility needed for

plant design, from simulation and analysis of

processes with Hysis and Aspen Engineering

Suite from AspenTech, through digital land

modeling with AutoCAD Civil 3D or Inroads, to

analysis and calculation tools such as STAAD

PRO and RAM Structural (structural analysis),

CAESAR II and AutoPIPE (piping stress analysis),

ETAP (analysis and load balancing) and/or TANK

(for design, analysis and evaluation of steel

tanks).

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




TEchNOLOgY UPgRAdiNg

For over 42 years, inelectra has created and

consolidated an information system covering

processes, execution technologies, experiences and

lessons learned, which is the foundation of our

organization and guarantee of our long-term

permanence in the market where we compete with

advantage. The effort to acquire, systemize, update

and supply information on a shared platform is a

high impact factor in all organizational units and

has a significant effect on team performance

during execution of each project, regardless of

complexity and size.

In the 2010-2011 period, senior management

decided to reassess the company’s intellectual

capital with the participation and commitment of

all staff through a structured knowledge

management project whose lines of action were

geared to improving processes and execution

technologies, capitalizing on experience,

systematization of knowledge and technological

upgrading.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




TARgETS mET

In the period important results were achieved by

the Technological Upgrade Plan (PAT) whose

execution combines the commitment of senior

management, the leadership capacity of the teams,

financial resources and an ideal infrastructure,

among other strengths.

The company’s technology platform is based on

cutting-edge applications, systems, procedures and

instructions, standardized documentation, lessons

learned, training programs and workstations,

among other components.

SMARTPLANT MATERIALS UPGRADE OF SMARTPLANT

MATERIALS PLATFORM, FROM VERSION 6.2.4 TO 6.3.8.

Progress was made with project to migrate from

the SmartPlant Materials platform to version 6.3.8,

which facilitates integration with SmartPlant 3D and

supports materials management during project

execution. This effort adds strength to our

organization by increasing the use of technological

tools that significantly improves procurement and

trade, as well as management of subcontractors in

the construction phase.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




SMARTPLANT ENTERPRISE PILOT PROJECT. The second

phase of this project began in mid-2010, associated

with achieving a higher level of efficiency by means

of automated integration of tools for design,

modeling, analysis and data management. It will

also improve work processes and guarantee the

consistency and quality of data between

applications, differentiating the company from its

main competitors. In recent years, inelectra has

been characterized by implementing technological

innovation through pilot projects, which study the

functioning and optimal use of the applications,

ensuring that the process of learning and

adaptation of the technological environment does

not affect real projects in execution. SAP.• Since April 2010, the company has been

using SAP Enterprise Central Components

version 6.0, which guarantees the stability of

the platform, continuous support from the

supplier, and the possibility of obtaining

improvements and new features. With this

upgrade, the client-server architecture was

replaced by a service-oriented open

architecture (SOA), providing more flexibility

and speed between the available applications.

PRIMAVERA P6. • The latest configuration of

Primavera software version P6 for project

planning and control is a high impact

milestone because it facilitates portfolio

management and performance indicators. The

Primavera Risk module incorporates risk analysis

in projects through the Monte Carlo simulation

technique.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




ingenio SyStem

MANAGEMENT LESSONS LEARNED

We are in process of incorporating the

improvements into the search engine and

classifying the lessons learned from the projects.

Changes will be made to make the tool more

user-friendly in order to increase sharing of

experiences and maximize the knowledge of the

specialists in all areas of engineering projects.

Upgrading the intranet

NEW INEWEB

As a first step to implementing a collaborative

intranet 2.0, the existing platform was optimized by

updating content, reorganizing information, among

other improvements. Since December 2010, the

ineweb has guaranteed a more streamlined

communication by means of faster access to the

information required by employees to improve

their performance.

Updating the contractorS regiSter

Last January inelectra achieved its goal of updating

all the data on contractors which support the

company in areas related to project execution and

on suppliers, which provide the support the

organization needs to achieve its business goals.

infraStrUctUre and SUpporT

inelectra upgraded all PCs and laptops in the

Caracas and Eastern and Western Execution

Centers. A total of 1,030 units were incorporated as

part of the strategic goal of keeping the company

at the most advanced and efficient level available

in the IT support market associated with the

engineering and construction business. The units

now have the latest generation processors. The

company also migrated to the Windows 7

Professional operating system that offers better

performance, enhanced security and excellent

quality graphics display.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




inelectra receiveS intergraph 2010 award

The company’s position of leadership and

innovation was recognized by Intergraph with the

“2010 Engineering & Schematics Excellence

Award” presented to the most outstanding

customer of the year. The award recognizes the

successful implementation of Intergraph

applications.

Knowledge SyStematization

To ensure the quality and effectiveness of its world

class integrated system of procedures and

instructions, inelectra maintains over 1,000 standard

documents up to date in an effort to guarantee the

consistency and quality of project execution.

In 2010-2011, 60 standard documents were

developed and/or updated. Also in this period the

project began to incorporate inelectra standard

documentation in SAP DMS, which will centralize all

the information in a secure medium and make it

available to all employees through search engines

by content. The company also automated the

entire document life cycle from planning,

preparation, review, approval and publication to

final disposal.inelectra was invited to speak at the 2010

Intergraph International User Conference in Las

Vegas, Nevada, USA. The request came out of the

interest created by the implementation strategy for

the SmartPlant Enterprise platform. The company

had received an honorable mention in the

Animation category of the 2010 Intergraph Golden

Valve Awards for the video developed for the

METOR project.

EXECUTIVE SUMMARY


CORPORATE RESULTS

PROJECTS




competitive edge of an

efficient management

To ensure excellent results in its business,

inelectra has the best support in Talent

Management, Quality, Health, Safety

and Environment, and Sustainable

Development. inelectra’s leadership is

based on the talent of its people,

availability of front-line execution tools,

world-class safety records and the vision

of a good corporate citizen.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS


TALENT MANAGEMENT / QUALITY MANAGEMENT SYSTEM / HEALTH, SAFETY AND ENVIRONMENT / SUSTAINABLE DEVELOPMENT

talent management

The company deepened its commitment

to recruitment and professional

development of key talent, reinforced the

process of evaluation of performance

and its impact on the career plan, and

continued the strategy of retaining talent

through systems of motivation,

compensation and organizational

climate, and as part of continuous

improvement introduced initiatives to

update and standardize administrative

procedures.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS


TALENT mANAgEmENT / QUALITY MANAGEMENT SYSTEM / HEALTH, SAFETY AND ENVIRONMENT / SUSTAINABLE DEVELOPMENT

Under the strategies and lines of action set out in

the 2010-2011 Business Plan, inelectra’s most

important asset are its people. Following this

premise, during the period the organization

deepened its commitment to the recruitment and

professional development of key talents as a means

of maintaining adequate levels of highly qualified

technical and professional staff, also reinforcing the

process of evaluating performance and its impact

on the career plan. At the same time, the strategy

of retaining talent continued through systems of

motivation, compensation and organizational

climate aimed at making inelectra the best place to

work and strengthening employee identification

with the company.

As part of continuous improvement of the talent

management units at national level, initiatives were

taken to update and standardize management

procedures to improve service in all Execution

Centers.

EXECUTION CAPACITY. To reinforce the staff required

for its projects, inelectra developed a hiring plan for

the 2010-2011 period, which increased the number

of employees to 920 by the end of the period,

highlighting the significant growth of Eastern

Execution Center where the number of employees

rose from 80 to 220.

LEARNING AND DEVELOPMENT. During the period, the

permanent learning and development program

reported important results, demonstrating once

again that training activity has always been a

priority area for improving the talents of all

inelectra staff. The effort reflected our commitment

to continuous improvement of technical and

management skills in our human resources to add

value to our customers’ operations.

One of the main challenges in this area was

implementation of training programs designed

internally based on needs identified in recent years

by the Technological Upgrade Plan (PAT). Specialists

from the organization acted as facilitators in these

internal training activities.

TALENT

over 950 employeeS with 12 years average experience EASTERN EC

grew from 80 to 220 employeeS

TRAINING

man-hoUrS: 44,605 65 hours average per employee) inveStment: Bs. 2,345,000

training eventS: 232

participantS: 2,219

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



REAcTivATiON Of “LUiS BERTRANd SOUx”

SchOLARShiP PROgRAm

One of the most significant events related to

implementation of the training and development

strategy was the announcement by the inelectra

Board of Directors, jointly with the vice president

of Talent Management, of the reactivation of the

“Luis Bertrand Soux” Scholarship Program

established in 1987 in honor of one of the

company’s founders and his initiative to help young

professionals in the engineering area grow and

develop.

The program is intended for young engineers who

have completed a minimum of three years with the

company. The purpose is to motivate them to

undertake graduate studies and obtain a master’s

degree and/or specialization in one of the branches

of engineering.

The selection process for the next scholarship

began in February, and in April the names of

Guillermo Castro and José Ramón Castillo were

announced as winners. The members of the

evaluation committee were César Millán Abreu,

president; Irene Aguilar, Talent Management vice

president, and Harold Villamediana, Soux scholar in

1991 and now manager of the Safety Engineering

and Studies Unit at inelectra.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



The program leads on to a management model,

which integrates the processes, people, strategy

and operation, ensuring a harmonious, and

sustainable organizational climate which reinforces

corporate culture, favors staff perceptions and

satisfaction, and helps identification and sense of

belonging.

For Phase I of this important effort, the company

hired outside specialized consultants with the

participation of managers of departments,

engineering and projects. The second stage

brought in potential managers and leaders from

each department of the company’s three execution

centers.

responsiBle leadership

In mid-2010, inelectra introduced a new vision into

its approach to management based on Ontological

Business coaching, a leadership model which

integrates management of the organization and its

talent more effectively. The new leadership model

is based on understanding humans as linguistic

beings and on organizations conceived as dynamic

networks of communications and commitments,

where a leader’s results are the team’s results.

Application of the new approach began as a pilot

project in the Eastern Execution Center in 2006 due

to the needs created by rapid growth and the

strengthening of the leadership team to deal with

the processes of change. The “Coaching Based

Leadership” program, which was implemented in

the Center, is a new discipline that helps achieve

objectives, identifies real needs, discovers and

strengthens resources and manages important

information.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



QUALiTY Of LifE

The lines of action in the area of talent and

organizational climate included review of the plans

related to quality of life and recreational spaces,

entertainment and stress relief.

With the execution of a series of programs,

inelectra gave continuity to a major effort to

strengthen relations with its employees through

wellness and personal development activities. The

Quality of Life program was a joint effort between

Talent Management, Public Affairs, HSE and the

Executive Committee. The program covered three

areas geared to enhanced integration of employees

and their families with the company by means of a

series of activities aimed at deepening the mutual

commitment to achieving shared goals. These

actions were also based on the Code of Ethics,

which has guided the action of the inelectra

culture for over 42 years of operations, and in

compliance with the guidelines of the National

Anti-Drug Office (ONA) and the Workplace

Prevention, Conditions and Environment Law

(LOPCYMAT) enacted in 2005.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



HEALTH. Regular campaigns were organized for

vaccinations, screenings, renewal of driver’s medical

certificate, and annual checkups. A series of talks

were held on topics of interest to employees and

their families including nutrition, exercise and

proper stress management.

RECREATION. Recreational and sports activities

traditional in the company were organized,

including table tennis and bowling tournaments,

dance therapy, yoga-pilates and fit combat.

There were also special activities for families,

including celebrations such as the Secretarial

Excellence Award, Engineer’s Day and recognition

of years of service, along with celebration of

outstanding achievements by work teams.

FAMILY. Most of the activities of the Quality of Life

program were designed to integrate the family into

the work environment.

Secretary’s Day: secretarial excellence award•

Engineer’s Day•

Welcome to Christmas: Christmas breakfast and •

party

Christmas Bazaar•

Anniversary event and recognition of years of •

service

Health Campaigns: regular medical and optical •

checkups, vaccination for all staff, and talks on

health and nutrition

Special operations, medical certificates and •

military registration for all employees

Sports and recreational activities: table tennis, •

bowling, dance therapy, yoga-pilates and fit

combat

Stress management workshops•

Holiday plan•

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



QUALiTY mANAgEmENT SYSTEm

The 2010-2011 fiscal year was

characterized by our renewed

commitment to the Quality

Management System, conceived over

42 years ago and now a consolidated

practice of knowledge support.

For inelectra, quality is an introspective

group exercise in which each individual

determines their own contribution and

how their individual work and effort are

reflected in the business results.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS


TALENT MANAGEMENT / QUALiTY mANAgEmENT SYSTEm / HEALTH, SAFETY AND ENVIRONMENT / SUSTAINABLE DEVELOPMENT

During the period, inelectra renewed its

certification under the FONDONORMA ISO

9001:2008 standard with zero non-conformities and

zero observations. This is the first audit performed

by the company since the separation of the

international business in 2010; previously, an

internal audit had been completed in all the

organization, which found high rates of efficiency

in management and identified opportunities for

improvement.

iN inelectra wE ARE ALL QUALiTY

During the early months of 2011, inelectra began

the process of redefining the training program in

order to manage the changes resulting from

renewal of the ISO 9001:2008 standard, ensure its

correct implementation, and reinforce the

management principles which are the basis of this

work philosophy. The Quality Modules have four

basic pillars: processes, innovation, technological

vision and - a vital factor - people.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



The inelectra Quality Management training

program is guided by eight universal principles set

out in ISO 9001:

Customer focus•

Leadership•

Involvement of people•

Process approach•

System approach to management•

Continual improvement•

Factual approach to decision making•

Mutually beneficial supplier relationships•

In 2010, the verification process of the inelectra

Quality Management System was completed,

including internal audits of ongoing projects.

The activity in the period also reflects efforts to

circulate information through Quali-Tips that covers

topics of interest to employees, such as “Know your

Quality Management team” and “Basic Concepts of

Quality Management.”

As part of the process, customer satisfaction was

measured through 14 surveys to evaluate the

quality of the service provided, the management

team, staff performance and management of

information and documentation, which resulted in

an above target score.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



health, safety and

environment

Based on HSE policy and work

experience, inelectra ’s philosophy in

this area is part of its corporate culture

and is associated with protecting the life

and health of workers, employees and

customers, environmental conservation

and the safety of equipment and

facilities.

Safety in inelectra is a robust system

supported by standards, procedures and

safe work practices, which create a cycle

of continuous improvement.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS


TALENT MANAGEMENT / QUALITY MANAGEMENT SYSTEM / hEALTh, SAfETY ANd ENviRONmENT / SUSTAINABLE DEVELOPMENT

Health, Safety and Environment (HSE) activity in the

period was aimed at increasing efforts to promote

safe behavior as a process of improvement

throughout the organization with a view to

mitigating risks on construction sites and in our

offices.

inelectra ended 2010 with the following results:

Net Frequency Rate: 1.85•

Gross frequency rate: 1.85•

Severity Index: 93.67•

Between January-December 2010 a total of

8,895,281 man-hours were worked in the projects

undertaken by inelectra.

idENTificATiON wiTh A cOmmON gOAL

Identification of all the work teams with the HSE

philosophy is a common factor in the company,

focused on protecting the life and health of

workers, employees and customers, care for the

environment and the safety of equipment and

facilities.

The HSE training rate in 2010 was achieved in line

with the program covering a total of 25,450 hours,

1.5% of man-hours worked.

Internal workshops were organized, especially in

the areas of ergonomics, leadership and first aid,

along with weekly talks on projects and issue of

newsletters in the offices. Competitions were held

among staff members to strengthen their culture

and commitment to the HSE philosophy.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



Work positivelytm

In 2010, the inelectra HSE management adapted

the Work PositivelyTM program to the requirements

of offices, according to type of risk, and identified

five principles and practices:

Focus on what you do•

Use your resources properly•

Be cautious•

Respect the signs and instructions•

Teamwork•

As part of the activities of the Work PositivelyTM

program, inelectra also created incentives for the

engineering staff of the Eastern Region Execution

Center to reinforce the corporate and local

Occupational Health, Industrial Safety, and

Environment (SIAHO) culture both in the field and

in the offices.

staff motivation

HSE NEWSLETTER. As part of its motivation and

awareness activities, HSE management stimulated

the participation of all inelectra staff members in

the “Make an HSE Newsletter” competition. This

initiative was intended to promote safe attitudes

and increase knowledge of HSE. Over 60 entries

were received from employees.

“ZERO ACCIDENTS” LOGO. inelectra also organized a

competition to develop the new “Zero Accidents”

logo, which was finally selected from 40 entries

from the employees. The new logo is being used in

Deep Conversion and Termozulia III projects to

promote safe behavior and support the Work

Positively program. Guillermo Castro, from the

Safety Engineering and Studies Unit, is the designer

of the new logo, which reflects our commitment to

environmental stewardship.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



environmental management in termozulia iii

The EIS Consortium (Electroingeniería, inelectra, and

Sener), which is executing the Termozulia III project

for C.A. Energía Eléctrica de Venezuela (ENELVEN),

took effective early action to care for the area

associated with the project, located in La Cañada de

Urdaneta, Zulia state, especially management of the

household and hazardous waste produced in the

facilities and control of atmospheric emissions. The

consortium continued the environmental education

program with specialized talks for staff and walks for

supervisors through the project areas, and actions

were also taken to rescue wildlife in the area.

health, safety and environment

In inelectra all HSE actions were taken in

compliance with the laws and the applicable

regulations of the Workplace Prevention,

Conditions and Environment Law (LOPCYMAT) and

the regulations of the National Institute for

Industrial Prevention, Health and Safety (INPSASEL).

inelectra employees are formally compromised

with the Safety and Occupational Health

Committees. In 2010 elections were held for the

committees in the Santa Paula and La Urbina

Execution Centers in Caracas.

The company again organized epidemiological

monitoring and control activities with vaccination

campaigns in Maracaibo, Caracas and Puerto La

Cruz, in addition to medical and eye examinations

for staff.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



SUSTAiNABLE dEvELOPmENT

As a socially responsible company

committed to national development,

inelectra in all its projects during the

period promoted the sustainable growth

of communities with education,

environmental, cultural and health

programs, along with important

contributions to the Social Fund of

PDVSA, the state oil company.

Internally, inelectra’s first commitment

is to its staff. This principle forms the

basis of the employment policy of

creating safe and productive working

conditions.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS


TALENT MANAGEMENT / QUALITY MANAGEMENT SYSTEM / HEALTH, SAFETY AND ENVIRONMENT / SUSTAiNABLE dEvELOPmENT

SOCIAL INVESTMENT 2010-2011

Bs. 14,155,594

corporate social responsiBility

In the 2010-2011 fiscal year, inelectra continued to

focus on complying with corporate citizenship and

good neighbor practices, based on transparency,

respect for the environment and social

responsibility.

Deeply committed to national development, in

every project the company promoted sustainable

growth of communities with education,

environmental, cultural and health programs, as

well as stimulating voluntary activities by

employees to reinforce corporate social investment

with their valuable support, especially the workers’

contribution to Voluntary Dividend for the

Community, a nonprofit organization which works

in education and health in Venezuela, among other

initiatives.

In this period, inelectra contributed to some

20 institutions which benefited from sponsorship

and donations of assets for provision of community

services and equipping of facilities, food and

supplies for victims of the crisis caused by the

heavy rains in the country, and items for the

education and entertainment of children from the

communities neighboring the projects.

Also as part of commitments to the main customer

PDVSA, the company made significant

contributions to the state oil company’s Social

Fund.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



eXternal policy

BeneficiarieS

During the year, donations were made to:

Bolivarian Tax Administration Autonomous •

Institute (SABAT), Anzoátegui state

La Cañada de Urdaneta municipality, Zulia state•

Special Projects Superintendence, PDVSA•

Social Projects Superintendence, PDVSA•

Military Conscription of Anzoátegui state•

Mauroa municipality, Falcón state•

Donations by Public Affairs

Somos Celíacos Foundation•

Community Council, Opportunity Block 7, •

Caucagüita parish, Sucre municipality, Miranda

state

National Assembly•

“Alejandro de Humboldt” University•

“Simón Bolívar University” Civil Association•

“Juan de Dios Monzón” school, Falcón state•

Sponsorships

Ideas Foundation•

Donations of food and household goods•

Miranda state government•

Oil Chamber, Zulia state•

Oil Chamber, Anzoátegui state•

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



SOCIAL CONTRIBUTION - FCC CARDÓN PROJECT. To support

security in the West of Falcón state, a rescue truck

was donated to the Mauroa municipality fire

department. The vehicle is used to protect four key

municipalities and provide immediate and effective

24-hour response. This contribution was part of the

social projects executed by the FCC Cardón

Consortium, of which inelectra was part.

DONATION TO “JUAN DE DIOS MONZÓN” PRIMARY SCHOOL.

To support programs to improve the educational

infrastructure in Falcón state, inelectra donated

furniture, equipment for refurbishing facilities, and

office items to the “Juan de Dios Monzón” Primary

School. This donation was one of the social projects

the company promotes in the Paraguaná Refining

Center (CRP), as part of its Corporate Social

Responsibility programs.

SOLIDARITY WITH VICTIMS OF THE RAINS. inelectra,

together with Inereciclaje, promoted a campaign to

collect food for victims of the rains in Anzoátegui,

Miranda and Zulia states. The Board of Directors

also made a special donation of equipment and

supplies, in addition to the collections from each

execution center. The donations were delivered to

the Miranda state government collection center

and regional chapters of the Oil Chamber in

Anzoátegui and Zulia. A donation of food and

water was made to Panaquire Parish Council,

Miranda state, which had been collected during the

campaign of inelectra Caracas (Santa Paula and

Inecom) and by members of the Deep Conversion

project who gave money to buy food.

DONATION OF MEDICINES TO FLOOD VICTIMS IN FALCÓN.

Among the donations included in the social

contribution of the FCC Cardón project in the

Paraguaná Refining Center, inelectra delivered

medicines to victims of the rains in Falcón state.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



QUALITY OF LIFE. In line with its vision of Quality of

Life, inelectra developed a series of activities for

employees and their families to promote individual

development, outside the workplace. As part of this

vision, the company executed a program of events

with emphasis on healthy recreation, which

stimulated teamwork and supported prevention of

use of tobacco, drugs and alcohol. The company

also complied with current legislation related to the

ONA (National Anti-Drug Office). This effort was

supplemented by maintaining workplaces free of

smoke, alcohol and drug use.

EDUCATION. Support for education both inside and

outside the company is a priority of inelectra’s

Social Responsibility. During the year the company

worked closely with leading universities and

research centers in the country as part of its

business strategy aimed at recruiting highly skilled

professionals who may join its work teams in the

future and directly stimulating development of

national talent.

In education, one of the year’s most important

achievements because of its contribution to the

development of all engineering disciplines was the

relaunch of the “Luis Bertrand Soux” Scholarship

Program to promote graduate or master’s degrees

in engineering among employees.

ENVIRONMENTAL CULTURE. To give continuity to the

internal Inereciclaje program, the company

stimulated an environmental culture among its

employees, educating them about the

responsibility we all have to recycle materials which

can be reused and contribute to reducing the

impact on the environment.

internal policy

As a socially responsible company inelectra’s main

commitment is to its employees. This principle is

the basis of our employment policy which is

designed to create conditions in which our

employees can work safely and productively,

stimulating their growth by providing continuous

training and strengthening identification with the

company.

EXECUTIVE SUMMARY



PROJECTS

cORPORATE RESULTS



sustained leadership in engineering and construction

We are proud that we have

strengthened our leadership

and to be recognized as one

of the three most important

engineering and construction

companies of Latin America.

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING

HYDROCARBON PRODUCTION FACILITIES

HYDROCARBON TRANSPORT, DISTRIBUTION AND STORAGE

GAS PRODUCTION AND PROCESSING

PETROCHEMICAL

OFFSHORE PLATFORMS

POWER GENERATION AND TRANSMISSION

IINFRASTRUCTURE / BASIC INDUSTRIES


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS


INFRASTRUCTURE / BASIC INDUSTRIES


deep conversion, phase ii

Detail engineering, procurement, construction,

installation, and start up of units to process 210,000

barrels of crude per day in Puerto La Cruz Refinery.

For the first time, the HDHPlus technology will be

used commercially. This PDVSA-owned technology

converts residues and heavy and extra-heavy crude

into high quality refined fuel products for

demanding markets such as Europe. The

engineering effort and procurement assistance will

take place in three different offices in Venezuela

and Japan, with a vertical scope distribution by

process units and auxiliary services. The

consortium’s construction management group will

be incorporated during the construction phase.

The project will be executed by the CONFEED

consortium, formed by JGC Corporation, Chiyoda

Corporation and inelectra.

Location Puerto La Cruz, Anzoátegui state, Venezuela

Execution Center Caracas

Client PDVSA Petróleo S.A.

Execution period 47 months from start date

Contract Reimbursable by rate

Man-hours of execution 5,764,457

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS




deep conversion, phase i

Modification and expansion of facilities of Puerto La

Cruz Refinery to process heavy crude (16° API) and

improve margins with quality products for export,

increasing the processing and export capacity to

170,000 BPD and 98,000 BPD, respectively. Includes

remodeling of Atmospheric Distillation DA-1 and DA-2

units for processing 80,000 and 90,000 BPD of Merey

heavy crude, construction of a Vacuum Unit of 117,000

BPD, a Deep Conversion Unit based on Intevep

(HDHPlus) technology of 50,000 BPD, a Sequential

Hydroprocessing Unit (SHP) Axens technology of

100,000 BPD, auxiliary and service units,

interconnections and tanks. During the period, the

following works were executed: early engineering

activities, support for procurement and for

construction management in order to start

earthmoving as planned. Project executed by the

CONFEED consortium, formed by JGC Corporation

and inelectra.

Location Puerto La Cruz, Anzoátegui state, Venezuela



Execution period May 2007 - December 2010

Contract Professional fees + reimbursable expenses

Man-hours of execution 610,075

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS




technical assistance major projects

oil soWing plan. engineering services

master contract

Development of the following engineering

disciplines: civil, mechanical, electrical, process,

instrumentation and control, architecture, physical

protection, health, safety and environment, among

others, to develop conceptual, basic and detail

engineering of the projects included in the Sowing

Oil Plan. Also involves activities related to quality

assurance, planning, administration and control of

engineering projects, along with integrated project

management.

Location Barinas state, Venezuela


Client PDVSA/Executive Department of New Refineries,

Terminals and Upgrader Projects (DEPNRTM)

Execution period June 2010 - June 2013

Contract Direct contracting


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS




training center, industrial clinic and access

control, santa inés industrial compleX

Basic and detail engineering of four buildings to be

built in the Santa Inés Industrial Complex (COMINSI),

as part of the Batalla de Santa Inés Refinery project,

to be executed by PDVSA. Includes a training center

for 500 people, in an approximate area of 9,700 m2;

an industrial clinic to provide health care services

for a population of 2,000 people, in an approximate

area of 5,800 m2; a National Guard Command in an

approximate area of 400 m2; and Access Control in

an approximate area of 30 m2. This project is part of

the technical assistance contract for major projects

under the Oil Sowing Plan.

Location Barinas, Barinas state, Venezuela


Client Executive Department of New Refineries,

Terminals and Upgraders Projects (DEPNRTM)

Execution period October 2010 - April 2011

Contract Lump Sum by progress


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS




NEw TAiL gAS UNiTS, cARdóN REfiNERY

Development of detail engineering for two new

PRA 2/3 Tail Gas units for Cardón Refinery, LT-SCOT

technology (Shell Global Solutions), with the aim of

reducing SO2 (sulfur dioxide) emissions into the

atmosphere and complying with environmental

regulations which specify under 4,000 mg/nm3

established by the Ministry of People’s Power of the

Environment.

Location Paraguaná Peninsula, Falcón state, Venezuela

Execution Center Western region


Execution period November 2009 - March 2011

Contract Lump Sum


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS




RELOcATiON Of BQ-15 BUiLdiNgS, AmUAY REfiNERY

Definition of buildings and sites of existing

buildings in Block 15 of Amuay Refinery, to be

relocated in order to use the area for installation of

the process plants of the Adaptation of Medium/

Deep Conversion project of Paraguaná Refining

Center (CRP). The buildings to be relocated are: fire

department, industrial laboratory, clinic and refinery

building.




Execution period November 2010 - February 2011

Contract Lump Sum


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

crUde refining




PETROCHEMICAL

OFFSHORE PLATFORMS




NEw BQ-30 dELAYEd cOkiNg PLANT

Evaluation of the area required for installation of the

new BQ-30 Delayed Coking Plant as part of the

Adaptation of Medium/Deep Conversion of the

Paraguaná Refining Center (CRP), to be executed in

the Amuay Refinery in accordance with national

and international standards and incorporating all

the safety regulations in the design and

environmental conservation.




Execution period November 2010 - April 2011

Contract Lump Sum


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING

hydrocarBon prodUction facilitieS



PETROCHEMICAL

OFFSHORE PLATFORMS




adaptation of petrocedeño main station

Expansion of crude oil processing and salt water

treatment facilities associated with oil from the

Petrocedeño production clusters, located in the

Orinoco Oil Belt. Includes development of a

200,000 BPD water treatment plant, construction of

a new crude treatment train to process 45,000 BPD

of crude; 35,000 BPD of diluent, and 77,000 BPD of

produced water, development of facilities including

control room and two new electrical substations,

installation of a 25-MVA turbogenerator, a gas

compressor and a new flare.

Location Orinoco Oil Belt, Anzoátegui state, Venezuela

Execution Center Eastern region

Client Petrocedeño

Execution period June 2010 - April 2011

Contract Reimbursable


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




eXtension of eXisting clusters

for petrocedeño

Detail engineering to connect and start operation

of seven new wells in the SB Cluster and nine

additional wells in the JD Cluster to maintain and

increase potential production of extra-heavy crude

from the Petrocedeño field, located 7.5 km

southwest of San Diego de Cabrutica and 50 km

from Pariaguán in the South of Anzoátegui state.

Includes developing design guidelines and criteria,

calculation reports, updating operating philosophy

and operations manual, risk engineering studies

(HAZOP and ACR), and the plans and specifications

required for construction of the civil works,

installation of piping, mechanical equipment and

electrical and instrumentation facilities.

Location San Diego de Cabrutica, Anzoátegui state,

Venezuela


Client Petrocedeño

Execution period July 2010 - May 2011

Contract Man-hours by rate


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




ExPANSiON Of mAiNTENANcE wORkShOP Of

PETROmONAgAS OPERATiNg cENTER (cOPEm)

Basic and detail engineering for expansion of the

COPEM maintenance workshop, with an area for

welding, machines and tools. Consideration will be

given to construction of a second floor for offices,

meeting /training rooms and cafe, and an area for

changing rooms and showers. The workshop is

located on the east side of the COPEM crude

processing plant in the South of Anzoátegui state. Location Independence municipality, Anzoátegui state,

Venezuela


Client Petromonagas S.A.

Execution period October 2010 - June 2011

Contract Services reimbursable by rate


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




SURfAcE fAciLiTiES JUNíN-2 BLOck, PETROmAcAREO

Engineering needed to support the infrastructure

and systems required for start up of the

Petromacareo Joint Venture project, part of the

development of hydrocarbon resources to the

North of Junín-2 Block in an area of 247.77 km2 in

the Orinoco Oil Belt, under the Sowing Oil Plan.

Location Orinoco Oil Belt, Venezuela


Client Petromacareo - SNC Lavalin

Execution period April - December 2010

Contract Professional fees reimbursable


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




cLUSTER 11, PhASE 1, PETROmONAgAS OPERATiONS

cENTER (cOPEm), PETROmONAgAS

Basic and detail engineering for construction of

roads and platform of COPEM Cluster 11 to ensure

the entry of the drilling rig in the last quarter of

2011 and identify major equipment for initiating the

procurement process, during the engineering of

the surface facilities of Cluster 11.

Location Orinoco Oil Belt, Anzoátegui state, Venezuela


Client Petromonagas

Execution period October 2010 - April 2011



EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




STAff ASSigNmENT TO PETROmONAgAS

Direct assignment of professional staff to the

facilities of the Petromonagas Operating Center

(COPEM).

Location Independence municipality, Anzoátegui state,

Venezuela


Client Petromonagas

Execution period December 2010 - February 2011



EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING


hydrocarBon tranSport, diStriBUtion and Storage


PETROCHEMICAL

OFFSHORE PLATFORMS




mARiNE fAciLiTiES TO iNcREASE ShiPPiNg cAPAciTY

Of ThE JOSE STORAgE ANd ShiPPiNg TERmiNAL (TAEJ)

Review and approval of final procurement

specifications and of fabrication contract,

inspection during fabrication and testing of

monobuoy with capacity to accommodate vessels

of 45,000 to 320,000 DWT; review of procurement

documents, technical specifications and technical

documentation generated by the manufacturer of

the piping required for fabrication and installation

of two submarine pipelines: one 42” diameter

approximately 11 km long for transport of 16º API

heavy crude; and one 20” diameter 11 km long for

operational flexibility in transport of the content of

the various products to be shipped. Covers

procurement, follow up, inspection and

coordination of transport logistics, to the site

indicated by PDVSA for unloading of monobuoy

system, piping and accessories. Includes direct

assignment of technical and professional staff.

Location Jose, Anzoátegui state, Venezuela



Execution period September 2008 - December 2011



EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




NORThEAST gAS PiPELiNE “gENERAL EN JEfE JOSé

fRANciScO BERmúdEz”

Construction management of a 214.39 km gas

pipeline, with a maximum operating pressure of

1,200 lb/cu ft, between Barbacoa, Anzoátegui state,

and the island of Margarita to provide the East of

the country with a natural gas transport and supply

system. Includes feasibility studies, consulting and

special studies for the aerial crossing of the Neverí

and Naricual rivers in section I. Scope covers the

design of a truss bridge for passage of a 36” gas

pipeline over the Naricual river, and of a suspension

bridge for passage of a 36” gas pipeline over the

Neverí river. A report was prepared on evaluation of

possible options for location of the crossing

structures, with an analysis of advantages and

disadvantages, taking into account constructability

and costs, on which basis PDVSA obtains the

permits for construction of the bridge structure.

Executed by the Barbacoa-Margarita Consortium,

led by inelectra.

Location Anzoátegui state, Venezuela


Client PDVSA Gas S.A.

Execution period October 2007 - 2011



EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




iNcREASE iN ShiPPiNg cAPAciTY JOSE STORAgE

ANd ShiPPiNg TERmiNAL (TAEJ)

Conceptual engineering for the Jose Storage Terminal

(TAEJ) and the Jose Operations Terminal (TOJ); conceptual

engineering for increase in shipping capacity of the

“José Antonio Anzoátegui” Storage and Shipping Terminal

(TAEJAA) by 140,000 BPH, with 100,000 BPH through a new

monobuoy to accommodate vessels of 45,000 to 320,000

DWT, and 40,000 BPH through the existing north and south

platforms; evaluation of the expansion capacity of the “José

Antonio Anzoátegui” Eastern Terminal (TOJAA) to the new

monobuoy through the existing connection between the

TOJAA and TAEJAA for shipping of Merey crude; basic

engineering for TAEJ and TOJ to increase shipping capacity

of TAEJAA by 140,000 BPH. The nominal storage capacity of

TAEJAA will increase to 6,800,000 barrels and shipping

capacity to 320,000 BPH. The crudes to be shipped are:

Mesa 30° API, Leona 22° API and 24° API, Merey 16° API and

upgraded crudes from the Petropiar, Petrocedeño and

Petromonagas joint ventures; basic engineering of the

project to increase the crude storage capacity of Puerto La

Cruz Refinery for expansion of the storage infrastructure

and interconnection with existing facilitiesto backup up the

volumes for delivery to vessels and for input to the refinery

processes area. Includes direct assignment of technical and

professional staff.

Location Jose and Puerto La Cruz, Anzoátegui state,

Venezuela



Execution period June 2008 - May 2010



EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




JOSE ShiPPiNg SYSTEm fOR UPgRAdEd cRUdES

Basic and detail engineering for shipping of

commercial crude from the Petropiar,

Petromonagas, Petrocedeño and Petrolera

Sinovensa joint ventures through the

Petroanzoátegui monobuoy to optimize operation

of shipments of upgraded crudes from the “José

Antonio Anzoátegui” Industrial Complex. The new

line will allow handling of a pumping rate for

loading vessels of 550,000 barrels within the agreed

time of 30 hours, using the existing infrastructure of

Petropiar and Petroanzoátegui, to minimize

problems of congestion in the terminal.



Client Petrocedeño

Execution period January - July 2011

Contract By physical progress


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




surface facilities to eXpand shipping capacity

jose storage and shipping terminal (taej)

Detail engineering, procurement and construction,

including preparation of detail engineering,

procurement of materials and equipment; follow

up, review, approval of fabrication drawings,

operation and maintenance manuals, inspection

and assurance of factory tests, transfer to storage

site and construction required for installation of

mechanical and electrical equipment; of two 42”

surface pipelines, approximately 2 km long for

dispatch of 16º API heavy crude, a 20” surface

pipeline approximately 1.80 km long for operational

flexibility in the transport of the content of the

different products to be shipped; surface facilities

for interconnection between existing TAEJ/TOJ

systems with facilities to be built; construction,

fabrication, assembly and dismantling of civil works

required for the increase in Jose shipping capacity;

installation of protection systems; grounding,

cathodic protection, atmospheric discharges;

installation and start up of automation and control

systems; supply of materials, equipment and

manpower, and installation of flame detector

system.




Execution period March - December 2010



EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING



gaS prodUction and proceSSing

PETROCHEMICAL

OFFSHORE PLATFORMS




wESTERN cRYOgENic cOmPLEx (ccO)

Construction of a cryogenic complex with a

capacity 950 million SCFD for processing associated

gas, where a new centralized scheme is planned for

extraction of NGL (70,000 BPD) with state-of-the-art

technology. The NGL Fractionating Plant will

fractionate the increase in NGL production from

the NGL Extraction Plant with an initial capacity of

35,000 BPD, expandable to 50,000 BPD. Additions

and modifications will be made in Pequiven-El

Tablazo, La Salina Lake Terminal, Bajo Grande

Fractionating and Storage Plant, and Ulé GLP-2/3

Plant. Executed by the TECINE Consortium formed

by Technip and inelectra.

Location El Tablazo, Zulia state, Venezuela


Client PDVSA Gas S.A.

Execution period 2011 - 2015

Contract EPC Lump Sum

Man-hours of execution 1.9 million (estimated)

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




mUSiPáN cOmPRESSiON PLANT

Detail engineering, cost estimates, procurement

support and construction support for transfer of

three compressors from Boquerón Plant to Musipán

and Orocual plants for installation.

Location Musipán and Orocual, Monagas state, Venezuela


Client Dresser - Rand

Execution period October 2010 - February 2012

Contract Engineering: Lump Sum

Procurement support: Man-hours

Construction management: Man-hours +

reimbursable expenses


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




diSmANTLiNg ANd TRANSfER Of cOmPRESSORS

BOQUERóN PLANT

Evaluation of physical and operating conditions of

the equipment associated with medium and high

pressure motor compressors applying national and

international rules and standards, in addition to the

PDVSA procedures, for transfer to their new

locations in the Orocual Complex and Musipán

Plant. Includes visual inspection of the equipment

to be dismantled and comparison with the data

sheets indicated in the project books, preparation

of inspection procedures of control and quality

assurance for dismantling, lifting and transport of

the units; process simulations according to the

physicochemical properties of the fluids in order to

check the dimensions of the equipment associated

with the compression train, and hydraulic

simulations of the new operating conditions.

Location Orocual and Musipán, Monagas state, Venezuela


Client Dresser - Rand

Execution period June - August 2010

Contract Lump Sum


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




UPdATiNg ThE ScOPE Of ThE YUcAL PLAcER

NORTh ANd SOUTh BLOckS.

300 PhASE dEvELOPmENT PROJEcT

Advice on updating the scope of the EPC

documentation, planning and cost estimates for

the Yucal Placer North and South field 300 phase

development project (expansion of production

from 100 million SCFD in the first phase to

300 million of non-associated gas).

Location Lezama / Altagracia de Orituco, Guárico state,

Venezuela


Client Ypergas

Execution period June - December 2010

Man-hours of execution 300

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




petrochemical

OFFSHORE PLATFORMS




mEThANOL PLANT ExPANSiON

Expansion of existing plant from 750,000 to

1,600,000 MTY with addition of a new train similar

to the previous one. Includes addition of a second

methanol production line of 850,000 MTY.

Executed by the consortium formed by Mitsubishi

Heavy Industries Ltd. (MHI) and inelectra.

Location Anzoátegui state, Venezuela


Client Metanol de Oriente S.A. (METOR)

Execution period 2006 - 2010

Contract EPC Lump Sum - Turnkey

Man-hours of execution 558,109 management, engineering

and procurement

375,872 construction management

7,962,630 direct construction labor,

of which 3,682,488 is direct execution by Urimán

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

offShore platformS




TEchNicAL ASSiSTANcE fOR QUALiTY ASSURANcE

ANd cONTROL ON PROJEcTS ASSigNEd TO ThE mAJOR

E&P PROJEcTS mANAgEmENT, OffShORE diviSiON

Technical assistance for the Quality Assurance and

Control Unit of the Major E&P Projects

Management, Offshore Division, assigning staff

with technical capacity, expertise and reliability in

quality assurance and control in engineering and

procurement for advanced technology projects.

The unit is currently developing 13 high-impact

projects as part of the Gran Mariscal de Ayacucho

project, which has required assignment of staff to

the operations centers in the East of the country,

and formation of specialized technical teams to

audit the engineering for these projects.

Location Cumaná, Sucre state, Venezuela



Execution period January 2011 - July 2012

Contract Reimbursable services


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS

power generation and tranSmiSSion



TERmOzULiA iii cOmBiNEd cYcLE

Basic and detail engineering, supply of equipment

and materials and construction of Termozulia III

Plant in 500 MW minimum net combined cycle, to

be installed in two phases: open cycle and

combined cycle. Executed by EIS Consortium

formed by inelectra (47.5%), Electroingeniería of

Argentina (47.5%), and Sener of Spain (5%).

Location La Cañada de Urdaneta, Zulia state, Venezuela


Client C.A. Energía Eléctrica de Venezuela (ENELVEN)

Execution period January 2010 - March 2013

Contract EPC Lump Sum

Man-hours of execution 700,000 services

4,000,000 direct execution (labor)

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




TERmOzULiA ii cOmBiNEd cYcLE

Provision of technical services for reviewing the

engineering executed by other consultants,

preparation of pending engineering, procurement

assistance, construction management and

assistance with start up of the Termozulia II

Combined Cycle. The project is developed by the

association between inelectra and Sener from

Argentina, with the participation of Sener offices

in Spain and Mexico. Location La Cañada de Urdaneta, Zulia state, Venezuela


Client C.A. Energía Eléctrica de Venezuela (ENELVEN)

Execution period November 2010 - April 2012

Contract Man-hours


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




ExTERNAL fAciLiTiES fOR SERvicES cONNEcTiON

JOSE PLANT

Detail engineering, procurement and construction

for installation of external facilities of four turbo-

generators of 58 nominal MW each, to be located

to the North of Jose Terminal Station (ETJ) in an

estimated area of 10 hectares. The fuel gas required

for power generation is estimated at 13 million CFD

per unit, a total of 52 million CFD. Includes civil

works, mechanical, electrical, instrumentation and

control systems for installation of major equipment,

along with procurement management and

construction of auxiliary facilities to guarantee the

generating capacity of the turbogenerators.



Client PDVSA

Execution period July 2010 - July 2012

Contract Engineering + construction management +

procurement management: Man-hours

Procurement: Reimbursable + %

Construction: Unit price


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




gAS LiNES ANd vENTiNg fOR PETROcEdEñO

TURBOgENERATORS

Design, procurement and construction of facilities

to supply natural gas to fuel four 25 MW turbo-

generators. Each turbogenerator consumes

approximately 5 million SCFD of fuel gas, totaling

22 million SCFD. The project will be developed in

two EPC phases (I and II) for the pipeline system

(1,800 m, 6” and 12”) and phase III of engineering

only for the 240 to 475 psig compression system,

which will reach the optimal operating conditions

of the turbogenerators.



Client PDVSA Petróleo S.A. / Petrocedeño

Execution period August 2010 - November 2011

Contract Unit prices

Man-hours of execution 44,212 engineering and construction

management

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




gAS LiNES ANd vENTiNg fOR PETROPiAR

TURBOgENERATORS

Design, procurement and construction of facilities

to supply natural gas to fuel two 25 MW turbine

generators. Each turbine will consume

approximately 5 million SCFD of fuel gas, totaling 11

million SCFD. The project will be developed in two

phases: in the EPC phase (Phase I) the piping

system (230 m, 6”) will be installed for early

operation of the turbogenerators. The second

engineering phase (Phase II) covers only design of

the 240 to 475 psig compression system, to reach

the optimum operating conditions of the

turbogenerators.



Client PDVSA Petróleo S.A. / Petropiar

Execution period September 2010 - September 2011

Contract Unit prices


management

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




fUEL gAS LiNE fOR PETROmONAgAS

TURBOgENERATORS

Detail engineering, procurement and construction

of early works (Phase I) associated with start up of

two 25 MW turbine generators, by means of

installation and interconnection of a feed pipe

(380 m, 8”) to the main fuel gas ring in the “José

Antonio Anzoátegui” industrial complex in the

Petromonagas Upgrader. Development will take

place in two phases: Phase I covers installation of

venting piping (175 m, 6”) for future operation of

the system. Phase II includes engineering for the

feed gas compression system for the

turbogenerators in order to increase normal supply

pressure from 240 to 475 psig to reach the optimal

operating conditions of the turbine.



Client PDVSA Petróleo S.A. / Petromonagas

Execution period June 2010 - November 2011

Contract Lump Sum


management

EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




SUBSTATiON T-26, cARdóN REfiNERY

Review and validation of basic engineering

executed by other consultants and consideration of

the recommendations of the Conceptual Study of

the CRP Master Plan in order to complete certain

products required for completion of basic

engineering of the New T-26 Power Substation -

Cardón project, with a view to obtaining a Class II

cost estimate and preparing an EPC-type package.




Execution period May 2010 - January 2011

Contract Lump Sum


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS




ELEcTRic POwER mASTER PLAN,

PARAgUANá REfiNiNg cENTER (cRP)

Study of power transmission system at level

of 34.5 kv and 6.9 kv of Cardón Refinery, and the

13.8 kV system of Amuay Refinery to select the

most suitable alternative for expansion of the

distribution systems of CRP electric power over

5 years, considering the interconnection of CRP

with the “Josefa Camejo” Thermoelectric

Generation Plant and the availability of

IPP-GENEVAPCA as state enterprise.Location Paraguaná Peninsula, Falcón state, Venezuela



Execution period August 2009 - September 2010

Contract Lump Sum


EXECUTIVE SUMMARY



CORPORATE RESULTS

PROJEcTS

CRUDE REFINING




PETROCHEMICAL

OFFSHORE PLATFORMS


infraStrUctUre / BaSic indUStrieS


national steel compleX

Extended Basic Engineering (EBE) for design of the

foundations of all the industrial buildings; conceptual and

basic engineering for the briquettes transport system

from the train unloading area to the briquette silos; basic

engineering of infrastructure for internal road system,

distribution systems for water, air, gas and steam, drainage

systems for rainwater, sewage and polluted water,

location of perimeter and road lighting, grounding of

main mesh, fire suppression systems, telecommunications

and electronic surveillance; basic engineering for

buildings and support for maintenance and production;

basic design of the railway system from the siding and

briquette reception area to the entrance to the industrial

buildings and railway electric power substation; basic

design of offices and storage areas for equipment and

materials, approximately 100,000 m2, of which 10,000 m2

will be roofed; technical assistance for preparation of

metric computations and cost estimates, and detail

engineering of the foundations of the coil shed. The plant

will produce 1,550,000 MTY of liquid steel transformed

into thin sheets, thick plates and coils to meet domestic

demand for raw materials for manufacture of parts

required by the construction industry.

Location Ciudad Piar, Bolívar state, Venezuela


Client Constructora Andrade Gutiérrez S.A.

Execution period March - June 2010

Contract Unit price per flat product


Published by inelectra S.A.C.A. RIF: J-00059555-0

Publishing manager Corporate Public Affairs Department

Content and production Caligraphy C.A., Consultant in Strategic Communications

Graphic design María de Lourdes Cisneros

Photographs

Board of Directors: Walter Otto

Barbacoa-Margarita Gas Pipeline Project: Luis Fontiveros

inelectra archives

Translation Gabriel Dobson

June 2011

hEAd OfficE, cARAcAS

Centro Profesional Santa Paula, Avenida Circunvalación del Sol, Edificio inelectra, Urbanización Santa Paula, Caracas 1061-A, Venezuela. Apartado Postal 65641 Tel: (58-212) 981.55.55 Fax: (58-212) 985.03.84 - 985.08.96 E-mail: [email protected]

CARACAS EXECUTION CENTER Calle 2 con Calle 2-A, Centro Empresarial INECOM, Urbanización La Urbina, Caracas, Venezuela. Teléfonos: (58-212) 243.25.77 - 243.25.13 Fax: (58-212) 243.52.92 E-mail: [email protected]

WESTERN EXECUTION CENTER Maracaibo, estado Zulia Avenida 11 con Calle 78, Edificio Centro Electrónico de Idiomas, pisos 4 y 5, Sector 5 de Julio, Maracaibo, estado Zulia. Teléfonos: (58-261) 798.07.35 - 797.89.86 798.28.87 - 798.80.97 Fax: (58-261) 798.88.26. E-mail: [email protected]

EASTERN EXECUTION CENTER Puerto La Cruz, estado Anzoátegui Avenida Principal de Lecherías, Sector El Peñonal, Centro Comercial La Finestra, piso 2, Lecherías, estado Anzoátegui. Teléfonos: (58-281) 286.78.44 - 286.05.83 286.67.77 - 286.46.89 Fax: (58-281) 286.10.01 E-mail: [email protected]

Avenida Principal de Lecherías, Edif. Terano, pisos 1, 2 y 3, Lecherías, estado Anzoátegui. Teléfonos: (58-281) 286.78.44 286.05.83 - 286.67.77 Fax: (58-281) 286.10.01 E-mail: [email protected]

Calle Las Flores entre Av. 5 de Julio y Calle Guaraguao, Centro Empresarial Fabiana, pisos 8 y 9, Puerto La Cruz, estado Anzoátegui Telefonos: (0281) 264.52.11 / 987 + extensión E-mail: [email protected]

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