inner the issue 2€¦ · issue 2 january|2015 5 the inner gulf warehousing company internal...

THE INNER

Gulf Warehousing Company Internal Newsletter

THE Gulf Warehousing Company External Newsletter

email: [email protected]© 2015 Gulf Warehousing Company QSC

Servicing the Oil and Gas Sector

F-Ring Road Opens

to Traffic

GWC to Develop Bu Sulba Logistics Hub

for QAR 685 Million

New Port Project 35% Complete

GWC Fine Art Brings Huna-Hunak “from Here to There”

INTERVIEW NEWS

QATAR ART MOVEMENT

JANUARY 2015 ISSUE 2

JANUARY|2015ISSUE 2 3THE

INNERGulf Warehousing Company Internal Newsletter


2

WELCOME

Delivered by GWCLogistics Village Qatar (1 million square meters)

This is just the

beginning!

Gulf Warehousing Company was established ten years ago with a vision of developing world class logistics infrastruc-ture that would support the Qatar National Vision 2030, and the development of the country as a whole. Today, we have provided more than 1.5 million square meters of state-of-the-art logistics infrastructure, supported by the largest transport �eet in the nation, and o�ering the entire scope of logistics solutions under one roof.

GWC Contracts GWC Hazmat GWC Forwarding GWC Projects GWC Records

GWC Transport GWC Fine ArtGWC Relocations GWC Sports

Salwa, Ras La�an and Mesaieed logistics hubs

[email protected] | www.gulfwarehousing.com

Dear Readers,Gulf Warehousing Compa-

ny welcomes you once again with a brief description of what factors are affecting our company, the local logistics industry, and the economy as a whole, with our unique in-sights into what the upcom-ing year will bring.

In its rush to meet the 2022 and 2030 deadlines set by the

World Cup and the National Vision respectively, the State of Qatar has pulled no stops. The most recent numbers indicate that all stakehold-ers in the nation are invest-ing an astounding USD 205 billion in infrastructure dur-ing the 2013 – 2018 period. Of this, the government has al-ready put forward USD 65 bil-lion in its 2011-2016 National Development Strategy, and has set tight and hard dead-lines, such as the most recent deadline of 2018 in which it intends to complete all cur-rent infrastructure projects, including 80 new projects it wishes to embark on in the 2014-2015 period.

We are already beginning to see some of these projects manifesting – Ashghal’s ma-jor road works continue, with many of the projects finally taking form and opened to the public. The first of the economic zone projects, the Ras Abu Fontas project, has

begun execution, with many contractors – including Gulf Warehousing Company – ris-ing to the occasion to develop the best possible logistics infrastructure to support the country’s expected boom. Meanwhile, the Oil and Gas sector continues to reinvest in itself, adding more to its own infrastructure and ex-panding its operations as a support to the development of the rest of the country’s sectors.

For those in the logistics industry, these develop-ments have truly been a boon, as both the private and public sectors’ appreciation of highly skilled and experi-enced logistics partners con-tinues to grow. As a provider of the full range of logistics services, from warehousing and distribution, freight for-warding and clearance, and project logistics, to niche logistics services in fields such as sports, fine arts, as-

set and records manage-ment, as well as internation-al moves and relocations, Gulf Warehousing Company has set itself apart as an in-dustry leader. Catering to such varied industry verti-cals as the oil and gas sector, the finance sector, the medi-cal sector, and government bodies among others, the company has set the bench-marks for what the logistics industry in Qatar is capable of. We’ve therefore shared a few of our thoughts on some of the pressing matters be-ing faced in the current eco-nomic climate, and offer our experience and knowledge on how to achieve the best possible outcomes.

We look forward to your thoughts and comments on our newsletter, and in-vite you to contact us at our email:

Enjoy Reading!

Ranjeev MenonGroup CEO

Handling the Project Boom

His HighnessSheikh Hamad Bin Khalifa Al Thani

Father Emir

His HighnessSheikh Tamim Bin Hamad Al Thani

Emir of the State of Qatar

We extend our heartiest congratulations and greetings to

And to all the honorable people of Qatar. We hope for more returns of this memorable occasion and wish that Qatar always enjoys security, welfare and prosperity under the wise leadership of His Highness The Emir.

On the occasion of Qatar National Day, 18th of December, and in remembrance of the historic day in 1878 when Sheikh Jassim Bin Mohammed Bin Thani,

Founder of the State of Qatar, set up the pillars of the Modern State of Qatar,




4

yard, labor accommoda-tion, first aid center, a mosque, and commercial and other amenities. The warehouses will offer a variety of storage solu-tions ranging from dry, temperature-controlled, chilled and frozen as well as bulk storage, while taking into con-sideration the specific needs of the SMEs.

“The role that Small

and Medium Enterprises (SMEs) play in grow-ing and diversifying the economy has been well-established, which has not gone unnoticed by government authorities, who opened the bid on this land to empower SMEs and provide them with a suitable envi-ronment to grow,” com-mented GWC Chairman Sheikh Abdulla bin Fa-had bin Jassem bin Ja-bor Al-Thani.

“GWC has been a key contributor to the coun-try’s most advanced lo-gistics infrastructure, developing key facilities across the nation and serving nearly all indus-trial verticals. The pro-ject is considered part of GWC’s responsibility to-ward the Qatar National Vision 2030 on the one hand, and a complement to the company’s portfo-lio of services offered on the other.” Added GWC Chairman Sheikh Abdul-la bin Fahad bin Jassem bin Jabor Al-Thani.

The company will deploy the knowledge gained over the last ten years since its establish-ment, and apply the best practices it has gained to the best interest of this project and its end user.

Gulf Warehousing Company is a committed

Qatari public com-pany that

has aimed to develop the country’s supply chain capabilities, providing the full range of logistics solutions, ranging from dry, cold, temperature-controlled, and bulk warehousing. Addition-ally, they offer freight forwarding and customs clearance services, pro-ject management, sports logistics, fine art logis-tics, records manage-ment, and many others. All these services are supported by the largest transportation fleet. The experience the company has gained in developing the infrastructure that supports these services shall be invaluable to the Bu Sulba project. The GWC Chairman Sheikh Abdulla bin Fahad bin Jassem bin Jabor Al-Thani indicated that, “GWC has always con-sidered itself a partner to the nation in regards to providing the full range of logistics solutions. A stronger and more varied economy supported by the creation and devel-opment of SMEs requires the best in logistics solu-tions. GWC aims to do its part by completing the development of the Bu Sulba project within the stipulated time frame to accomplish this task thereby helping these SMEs get on their feet as soon as possible.”

GWC HIGHLIGHT NEWS

Gulf Warehousing Compa-ny Q.S.C. (GWC) was awarded the contract to develop the Bu Sulba Logistics Hub dur-ing the “Manateq Storage Project” launch on Sunday, 14 December 2014. This lo-gistics development will be

aimed at serving small and medium enterprises (SMEs) located primarily in the South to Central part of Doha up to Al Gharrafa in addition to Al Wakra city.

The Bu Sulba logistics hub will be a self-contained

logistics center spread across an area of 517,376 square me-ters with a built-up area ex-ceeding 40% of the total. This development will feature

around 194 warehousing units of different specifications op-timized for SMEs, as well as

a container

GWC was named as one of the Top 30 Companies in Qatar by Arabian Business magazine. The magazine independently based its list on each company’s share of market cap in the country, a testament to GWC’s drive to establish connections and increase its presence in the nation.

GWC has been working hard at adding nearly 70,000 square meters of facilities at its Ras Laffan site. Targeting clients at the Ras Laffan

Industrial City (RLIC), particularly in the oil and gas sector, the new

development provides fully inte-grated logistics services, including a 15,000 square meter tempera-ture controlled warehouse offering racking and bulk storage for both chemical and general goods. Addi-tionally, 25,000 square meter open yard storage and 1,500 square meter ISO Tank storage provides much needed infrastructure in a continu-ally developing area of the nation.

GWC Hits Top 30 Companies in Qatar List

Ras Laffan Site Expansion Near Completion

Multi purposewarehousing Artist's impression

Bu Sulba Logistics Hub master plan

GWC to Develop Bu Sulba Logistics Hub for QAR 685 Million




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QATAR INFRASTRUCTURE NEWS

GWC has partnered once again with the Youth Company to provide logistics support for the Run the World (RTW) Festival, which oc-curred during the National Day on December 18th and continued un-til the 20th. The biggest youth and sports festival in Qatar, the RTW Festival has attracted more visitors with each year; from 10,000 visitors in 2011 to 120,000 visitors in 2013. Such a huge festival that brings communities from all over the world together to celebrate culture, sports, and talent, requires the best in logis-tics support, and GWC’s expertise in running art and cultural events on the one hand and sports events on the other, offered the RTW team invaluable support and ensured the successful – and enjoyable – execu-tion of the festival. GWC had previ-ously joined forces with the Youth Company in July 2014, when the company distributed food packs to hungry fasters as part of the Youth Company’s Hassanat Olympics. GWC will always seek out to serve and give back to its community in every way possible, and looks for-ward to contributing to such cultur-al or charitable events again in the near future.

GWC Sponsors Youth Company’s “Run the World” as Logistics Partner

The Public Works Author-ity ‘Ashghal’ announced the opening of the F-Ring Road completely for traffic on the occasion of the Qatari Na-tional Day.

The road will mainly serve the traffic flow between Al Thumama Area, its sur-roundings, and the Airport

Street. The road will also fa-cilitate the traffic flow head-ing to Hamad International Airport, and reduce traffic congestion in this region significantly.

The F-Ring Road is a 7.2 km eight-lane carriageway, with four lanes in each direction, in addition to a two-lane ser-

vice road on both sides of the main road. The road also in-cludes pedestrian and cycle paths. In addition, the pro-ject includes the construc-tion of two signal-controlled two-level interchanges with Najma and Airport Streets.

Road users will now ben-efit from the shorter journey

times and the free traffic flow created by the two level interchanges. In addition, the dedicated pedestrian and cycle paths will sepa-rate pedestrians and cyclists from traffic, which will keep them safe, promote other travel options, and help re-duce reliance on vehicles.

The Prime Minister and Interior Minister H E Sheikh Abdullah bin Nasser bin Khalifa Al Thani opened the Banana Island Resort Doha on the occasion of the New Year 2015.

The resort, developed by Al Rayyan Hospitality, and operated by Anantara, was built on a 162,000 sqm area in the Arabian Gulf, the re-sort is a 20-minute luxury ferry ride from Al Shyoukh Terminal on the Corniche or 10-minute helicopter ride from Hamad International Airport. The crescent-shape resort has a natural harbour framed by an 800-meter long private beach, provid-ing 141 luxury guest rooms,

suites and villas designed in Arabian style.

Among these rooms are 54 Premier Sea View Rooms, 16 Deluxe Sea View Rooms, eight Sea View Suites, 18 Anantara Suites and 34 Sea View Pool Villas, each fea-turing a personal pool and poolside cabana. There are also eight two-bedroom Over Water Villas and three Anantara Over Water Villas, each with three bedrooms and a personal pool.

The resort has a marina with 30 berths and a diving centre with a practice pool. Water sports include kayak-ing, pedalos, stand-up pad-dle boarding, wakeboarding, banana boat, triple tube and

donut rides, water and jet skiing, luxury yacht cruises and fishing trips, among others. The resort also has a two-lane surf pool in which waves can be controlled to suit different skill levels, a lagoon pool and a children’s pool with water slides.

Other recreation options include tennis, beach vol-leyball, fitness and enter-tainment centers, a nine-hole putting golf course, an eight-pin bowling alley and a VIP cinema theater. The Balance Wellness Centre said to be the first of its kind in the Middle East, offers an indoor botanical garden, oxygen fern room, and a fe-male-only hydro pool.

The Qatari economy wit-nessed a growth during the third quarter of 2014 of around 4.1% in its Gross Domestic Product (GDP), registering 193 Billion QAR for its GDP. The non-Hydro-carbon sectors in particular achieved gains of nearly 14% year-on-year, whose fixed-price GDP estimates for the period reached 97.51 Billion QAR. The importance of the non-Hydrocarbon sector’s contribution has never been more appreciated, as the hydrocarbon sector expe-rienced a dip of 4.3% when comparing third quarter results from 2014 and 2013, acquiring 95.26 billion QAR. The dip was attributed to a reduction in crude oil pro-duction, as well as the imple-mentation of maintenance works in the LNG production plants, according to a Minis-try of Developmental Plan-ning and Statistics release.

Nearly 35% of the QR27bn ($7.4bn) New Port Project (NPP) has already been completed, a senior official has said.

The first phase was expected to be launched in 2016, said the project’s executive director Nabeel Moham-ed al-Buenain in remarks to Oxford Business Group.

The New Doha Project (NPP), he said, was of top priority to the govern-ment and part of the Qatar National Vision 2030. The project is spread over 26.5km2, the port’s basin will be approximately 3.8km in length, 700 meters wide with a depth of 17 me-ters, allowing the NPP to receive the largest container vessels.

The first phase of the NPP will have a capacity of 2 million TEUs and 1.5 million tonnes of general cargo. The current Doha Port moved 376,754 TEUs and 652,567 tonnes of general cargo in 2012. Upon full completion, the port will be able to handle up to 6 million TEUs. The country will have to import these large quantities of

containers and materials in the lead up to the 2022 FIFA World Cup, which will be necessary to accommodate the amounts of goods that will have to be imported for the tournament.

On the project tendering process, the management are aiming for transparency, particularly in terms of pricing, with a platform on the NPP website for individuals to access available tenders, pricing, informa-tion relating to prequalification and whether a bid has been submitted or not, among a wide range of informa-tion pertaining to the tendering pro-cess. Four types of tenders have been delineated, including marine, equip-ment, infrastructure and buildings. For infrastructure and building ten-ders, the government has mandated that the main contractors should all be Qatari and should have an inter-national contractor as their partner, whereas marine and equipment ten-ders would be open to participation by both local and international com-panies.

F-Ring Road Opens to Traffic

Prime Minister opens Banana Island Resort Doha

Qatar Generates 193 Billion QAR in GDP by Third Quarter of 2014

New Port Project 35% Complete

0

50

100

150

200

99.53

95.24

85.90

97.82

185.43

193.08

13.19%Q3,2014

4.1%

-4.3%Q3,2013

Mining and Quarrying (including oil and gas operations)Non-mining and quarrying operationsGross Domestic Product in current prices

2 311

23




8

WAREHOUSING NEWS

The second Cricket Carnival and Junior Cricket tournament of Stal-lions Cricket Academy Qatar organ-ized its GWC Cup at the West End Park Cricket Stadium in December.

The event, held under the patron-age of Qatar Cricket Association and Qatar Olympic Committee, was sponsored for the second consecu-tive year by GWC, which has been a major promoter of the game in Qa-tar. Junior teams from other local academies also participated in the competition.

Stallions’ players had the oppor-tunity to play in England during their UK tour in August 2014 and the experience gathered from the UK tour and this tournament will help them perform better in future on the academy, school and national levels.

GWC Sponsors Stallions Cricket Carnival

Gulf Warehousing Company (Q.S.C.)Head Office – D Ring Road

Doha - QatarTel: +974 4402 3555Fax: +974 4402 3698

Logistics Village QatarIndustrial Area Doha - Qatar

Tel: +974 4406 8261Fax: +974 4460 6846

[email protected]

www.gulfwarehousing.com

In preparation for the 14th Annual European Cool Chain and Temperature Controlled Logistics Summit, event or-ganizers Cold Chain IQ con-ducted a survey of over 100 temperature control and qual-ity professionals to gauge their priorities and concerns for 2015. Chief among their priorities was improving the quality and safety of their supply chain – a concern

made greater by the fact that 57% of respondents reported that they outsourced their cold chain logistics. This made establishing successful logistics partnerships a top priority, and was why 40% of respondents demanded more visibility and control over the processes governing their supply chain.

Among the many assuranc-es that third party logistics

providers can provide their cold chain logistics custom-ers is the establishment of good practices, which would govern the potentially highly complex processes involved in the cold chain. Among the basic requirements for such practices are the following:1. An appropriate Quality Man-

agement System in place, with written procedures and clear records:

One of the key elements of any QMS is written docu-mentation that sets out how processes and procedures are to happen. These can be in paper or electronic form but must be accessible to those who need to use them, and they should be part of a docu-ment control system, which ensures they remain up to date and accurate. Gulf Ware-housing Company (GWC), for example, has established an Integrated Management System that includes ISO

Ensuring Quality in Cold Chain Operations

9001:2008, ISO 14001:2004, and OHSAS 18001:2007, which combined ensures the safety of all stored products both in terms of quality and HSE and ISO 22000:2005, focusing more on strict monitoring of temperature controlled, chilled and frozen items covering the whole cold chain.2.Controls must be set on the supply

chain:The precautions that need to be

taken to ensure a product retains its efficacy and integrity vary greatly between products. Key factors like temperature, humidity, and even exposure to light may need to be monitored and controlled through-out the entire supply chain. Storage premises should be protected from unauthorized access, and proper in-spection of incoming and outgoing products must be performed. Indeed, procedures, work instructions, and HACCP plans are considered a few of the mandatory requirements at GWC in place to monitor these required controls.3.Appropriate resources must be pro-

vided for the activities performed:Storage must also be maintained

within a tight range of temperatures, and all staff involved in the supply chain must be adequately trained, with a good grounding of the aims, objectives, and techniques used on site. An instance of this at GWC is their Building Management System (BMS), which automatically monitors set temperatures in defined areas such as temperature controlled (TC), Chiller, or Freezer rooms, and alarms are set for temperatures rising too high or too low as triggers.

4.An individual must be nominated to take personal responsibility for the quality systemKnown in some organizations

as the “Responsible Person”, the “Management Representative”, or the “Food Safety Team Leader” (ISO 22000), their role is to ensure that the conditions set for operations on-site are being met and that the best prac-tices are being followed. This person reports directly to the CEO and will perform regular review and monitor-ing of all areas and activities.5.There must be an emergency plan

in place to recall items from the market.It is vital for the distributor to be

able to identify and notify custom-ers who may have received affected products, and depends on accurate records, right down to exact batch numbers and quantities supplied. This recall procedure must be tested from time-to-time with mock tests to the system to keep you alert, and en-sures that everyone is aware of what must be done.

Forming the practices followed at any facility is a sophisticated and evolving process. New formulations come on the market all the time, which create a massive logistical challenge that takes place almost entirely behind the scenes. These practices, however, go a long way to ensure that products arrive safely to where they need to go.




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the first consideration among every Oil and Gas company regardless of work location, whether it is a logistics base, rig or an office. Safety is our key focus when working on an Oil and Gas project, and we ensure this with an effective HSE strategy, safety trainings and deploying employees with safety awareness as a first step.

Secondly, geographical proximity and specialized ser-vices that exceeds customer expectations are key focus areas. From freight, inventory management to storage and dispatch, every stage is critical and special attention is needed for wide range of materials re-quired for complex operations.

Business collaboration with the Oil and Gas sector is equally beneficial as it drives continuous improvement of the organization. For instance GPCA (Gulf Petrochemicals & Chemicals Association) and its member companies’ “Re-sponsive Care” initiative helps to build confidence and trust in the industry that is essential for sustainability.

Question 3: What are the Oil & Gas Industry specific services offered by GWC?

Response: To cater to the spe-cialist need of Qatar’s oil, gas and petrochemical companies, GWC operates state-of-the-art logistics bases in Ras Laffan and Mesaieed Industrial cities.

GWC offers supply base fa-cilities and services to support offshore exploration, drilling and production operations, comprehensive Freight, Cus-toms Clearance and Transpor-tation solutions, Warehousing and Inventory management of general cargo, equipment and dangerous goods, tubular and

casing management, vessel and helicopter coordination services for drilling campaign.

Question 4: What controls must be enforced when han-dling dangerous goods?

Response: GWC has been involved in dangerous goods warehousing since 2014 and successfully managed more than 75,000 pallets of danger-ous goods and bulk volume movements and handling an average volume of 40+ pallets on a daily basis.

GWC operates two flagship

hazmat warehouses in Qatar, the first such 3rd party logis-tics facility in the country. Warehouses are equipped with word class security and safety systems and operation is han-dled by highly trained hazmat operators.

Prior to accepting dangerous goods we always ensure we have a copy of Material Safe-ty Data Sheet (MSDS) which contains information on the potential hazards and how to work safely with the chemical products.

OIL AND GAS INTERVIEW

The moratorium on fresh drilling in the North Field is expected to remain in effect until at least 2016. Sustaining production elsewhere requires the highest levels of technol-ogy available, as although Qa-tari are encouraged through incentives to compete for state contracts, the carbon-ate geography holding Qatar’s hydrocarbons wealth requires a high level of technical capa-bility. In 2013, Qatar drilled 28 shallow-water gas wells, con-tributing to a total production of 375 mcm (13.2 bcf) of natu-ral gas per day. It is estimated that when the moratorium is lifted, the figure could swell to as high as 405 mcm (14.5 bcf) per day.

Considering such a high volume of production, The Link spoke to GWC’s Hazmat Department about the support services necessary to cater to the intricate and highly tech-nical demands of the Oil and Gas industry in Qatar. Here are their responses:

Question 1: What differenti-ates the needs of Oil and Gas clients from other clients in the region?

Response: Providing logis-

tics support to Oil and Gas in-dustry is always challenging and interesting. The nature of the job involves the handling of sensitive, high value, over-size cargos and dangerous goods with full compliance to the highest safety standards and, more critically, ensuring timely delivery to avoid ex-tremely high financial impact of production downtime.

The Oil and Gas industry across the world operates in some of the most extreme conditions and it is highly dependent upon a complex network of supply chains for the timely delivery of mate-rials, equipment and people when needed. Most of the lo-gistics activities are common and generic for other industry verticals but the Oil and Gas industry presents unique and challenging problems. We of-ten have to be creative to de-velop a customized and viable solution to capitalize and fulfill opportunities when off-the-shelf solutions don’t fit.

Question 2: What are the considerations that must be given for the logistics end of the oil and gas operations?

Response: Worker safety is

Servicing the Oil and Gas Sector

12 ISSUE 212THE



QATAR ART MOVEMENT

JANUARY|2015

As part of the Qatar-Brazil Year of Culture 2014, the Qa-tar Museums in collabora-tion with Public Art have come together to hold the Huna Hunak (Here, There) art exhibition. Here intended to capture the cultural art-works that form the essence of Qatari culture, and There a collection of mixed media representing the epitome of Brazilian heritage, the ex-hibition was intended as a commentary on the transfor-mation of culture and society within these two countries. The exhibition further ex-plores the context of where the natives of each country came from and what they are willing to do to maintain themselves through this or-ganic change.

The requirements for these exhibitions were many, as it required taking two art spac-es in the city – the Al Riwaq

exhibition building and the QM Gallery on the Corniche – and splitting them in two, with each half showcasing the two countries and their cultural ties. “The exhibition is unique in that it contains paintings, sculptures, mixed media pieces, and one of the installations contained an ice cube that constantly melts and needs to be re-placed,” explains GWC Head of IMRS Melanie Cooray, who

also heads the company’s Fine Art Logistics team.

Processing the exhibi-tion from beginning to end, providing tarmac support, clearance and shipping services, transportation in Doha, and installation of the pieces, the GWC Fine Arts Logistics team relied on its many years of experience to ensure that the exhibition would be executed with-out a hitch. “We take it very

personally, and we send our specialized assets and our people, some of whom have been in the industry for over thirty years, to transport these pieces that must be conserved for generations,” continues Ms. Cooray. “It is this passion that has gained us the respect of the national art institutions, and we look forward to working on na-tional projects such as these for years to come

GWC Fine Art Brings Huna-Hunak “from Here to There”

inner the issue 2€¦ · issue 2 january|2015 5 the inner gulf warehousing company internal...

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