message - kuwait petroleum international sails-38.pdfmessage from the president dear colleagues, in...

Message from the President Dear Colleagues,

In this first issue of 2017, I extend my best wishes to everyone in the Q8 family and trust that you will have a happy and successful new year.

Social responsibility is very important to our company and has become an integral part of our day-to-day business. It is very pleasing to announce our new social partnership in Kuwait – the ‘Save our Sea’ campaign – which is taking positive steps to protect our marine life and environment.

In Italy, our colleagues have completed a re-forestation project to protect a town in Northern Italy from landslides and directly involved our customers in contributing to ‘plant a tree’.

These are just two recent examples of the many imaginative and thriving partnerships across our company which are making a real difference to the areas where we operate. I am proud of everyone’s efforts as we continue to strengthen our commitment to communities and the environment.

There are exciting developments in strategic partnerships to report this month. In Oman, we have signed a memorandum of understanding with Oman Oil Company to develop a new refinery and petrochemical complex, providing a significant long-term outlet for Kuwaiti hydrocarbons.

Last April we set up a joint venture company with Japanese oil giant Idemitsu to distribute petroleum products through a new network of petrol stations in Vietnam and I am delighted to confirm that the first petrol station will be launched in Hanoi this spring. With the Nghi Son Refinery and Petrochemical complex – in which Idemitsu is also a partner – due to start operations this year, our plans to gain a foothold in the fast-growing Vietnamese market are progressing strongly.

While we continue to strengthen our operations in Europe, with a host of projects that are driving greater efficiency and revenue enhancement, these new initiatives will play an important part in growing and strengthening our business.

The oil market will inevitably continue to be volatile, but – thanks to the talented team of people across Q8 – real progress is being made towards our strategic objectives and I thank you all for your valued contribution.

Bakheet S. Al-Rashidi

Editor:Shamael [email protected]

Copy EditorDebbie [email protected]

© Copyright 2017

Kuwait Petroleum International

winter 2017

Contributors Khaled Al-Bader (Asia)Patrick Collins (Q8aviation)Rossella Izzo (Q8 Italy)Katia Van Bouwel (Q8 Northwest Europe)Johan Van Hout (Q8oils)Lisa Öhrqvist (Okq8)

2 Q8 SAILS WINTER 2017

Contents The m

agazine of KPI - W

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7 Issu

e: 38

HEADLINE NEWS

Page 4 - 5 Protecting marine life in Kuwait

CORPORATE

Page 6 - 7 Sharing Q8 Italy’s success during top management visit

NEWS

Page 8 - 9 Celebrating the first winners of the Excellence Recognition Awards

Page 10 Top award for ‘exceptional’ ERM programme

Page 11 Paving the way for a strategic partnership in Oman

Page 12 Be part of the PEP team

Page 13 Project Integr8 completion

Page 14 Meet the Team: Mary Moore, Q8Aviation

Page 15 Meet the Team: Abdulaziz Al-Bannai, KPI HO

NEWS

Page 16 New service station set for launch in Vietnam

Page 17 Introducing the new General Manager Q8Oils

Page 18 Investing in a green future in Belgium

Page 19 IDS raises the bar in card security and control

Page 20 New assests boost Q8 Italy’s logistics network

Page 21 Q8easy Plant a Tree

Page 22 Inspiring the team in OKQ8 Scandinavia

Protecting marine life in Kuwait Visits in Rome, RAM and Naples

3Q8 SAILS WINTER 2017

As part of our environmental social responsibility, KPI Head Office has set up the Q8 Voluntary Team to work in partnership with the Kuwait Dive Team, whose mission is to protect and rehabilitate Kuwait’s aquatic life and environment.

The partners’ first activity is ‘Save Our Sea’, a campaign to raise awareness of the importance of protecting Kuwait’s marine life from pollution.

Members of the Q8 Voluntary Team, many of whom are trained drivers, and the Kuwait Dive Team visited the Kuwaiti islands to install 74 mooring buoys, which was witnessed by members of top management. The beautiful and fragile coral reefs around the islands are easily damaged by heavy anchors, particularly when

there are strong waves and currents. These buoys act as markers to encourage boat owners to anchor in appropriate places without harming the environment. The teams will also maintain the buoys over the coming year.

Installing mooring buoys is very difficult and needs to be carried out by experienced trained staff. To achieve this level of expertise, the Q8 Voluntary Team trained with the Kuwait Dive Team to learn how to install and maintain the buoys safely. Further training sessions will be held on other aspects of marine protection, such as raising sinking boats and removing hunting nests.

Expressing his pride in the work carried out by the Q8 Voluntary Team, who spent their free time on this important cause, KPI President

Headline News

Protecting marine life in Kuwait

“The team’s dedication and spirit of service exemplifies our company’s commitment to social responsibility.”


Bakheet Al-Rashidi said: “The team’s dedication

and spirit of service exemplifies our company’s

commitment to social responsibility and the spirit

of giving back to our community.”

While the Q8 Voluntary Team installed the

buoys, the Stakeholder Management team ran

an educational programme on Kuwait’s marine

life for Head Office employees, at the Scientific

Centre. This included lectures and documentaries

on marine pollution and highlighted what we can

do as a company to protect biodiversity.

The team will continue to work on other

environmental initiatives in Kuwait with the Kuwait

Dive Team and other organisations. This will include

removing hunting nests in the sea; cleaning up

public beaches; helping raise awareness amongst

school children and supporting the government

in enhancing conservation areas, such as the Al-

Jahra Conservative Area.

Heba Al-Qabandi, Team Leader Environment,

Energy and Health, who is a member of the Q8

Voluntary Team and a qualified diving instructor, says: “The Green Q8 Team initiated these activities to develop the concept of environmental protection amongst our employees, while building strong links with the community, government and local organisations. On a personal level, we have all found the experience enormously enjoyable and satisfying, and it is a privilege to play our part in making a difference to our environment.”


Taking action from the Q8 Engagement Survey

In December, Q8 Italy welcomed the Aruba Board, headed by Chairman Ahmad Behbehani, together with KPI President Bakheet Al-Rashidi and VP Europe Khaled Al-Mushaileh, for a fully packed four-day visit.

The delegation spent the first day in Q8 Italy’s Rome headquarters where they learned about the company’s current activities, results and strategic goals. Alessandro Gilotti, President and Managing Director Q8 Italy, highlighted Q8’s profitable and sustainable position in the Italian market. This is attributed to many factors including the widespread logistics network; integration of Shell’s assets into the retail network; high conversion of the

Milazzo refinery; innovation in loyalty cards and

acquisitions in the Direct sector.

Alessandro Gilotti stressed Q8 Italy’s ethos of

social responsibility and the business expertise

that has helped it secure ISO certification in line

with KPI standards.

Over the following two days, in Sicily, the

delegation attended the Excellence Recognition

Awards event in Taormina (reported on page

xx) before travelling on to the Milazzo refinery,

accompanied by Alessandro Gilotti in his role as

President of RAM. They were greeted by Pietro

Maugeri, General Manager of the refinery, and

the RAM management team.

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Sharing Q8 Italy’s success during top manage-ment visit

Visits in Rome, RAM and Naples


CO

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EPresentations gave a full overview of this important

joint venture, highlighting the strong results,

exceptional safety performance – including six

years with no accidents amongst employees - and

future plans. The guests then visited the refinery,

focusing on the control room.

The final visit was to the Naples Terminal where

Italy’s most important soil remediation project

is underway. Welcomed by Terminal Manager

Vincenzo Gazzotti and Marco Riccoboni, CEO

of the general contractor, the delegation

toured the site to see the work in progress. The

remediation project is regenerating a large

industrial area not far from Naples city centre.

It is using the most advanced soil remediation

technologies to cleanse the soil of hydrocarbons

directly on the site, thereby minimising the

impact on the environment. The project is

expected to be concluded in around four years,

when the area will be handed back for the most

appropriate civil use.

Khaled Al-Mushaileh, Vice President Europe, said:

“This excellent visit gave us a comprehensive

view of the strong progress that Q8 Italy

is making in every part of its business. The

team has exciting plans for the future and

we look forward to their successful fruition.”

Alessandro Gilotti commented: “We were proud

to host such a prestigious delegation. This visit

gave us a unique opportunity to demonstrate

to our shareholders the remarkable success

and growth Q8 Italy has achieved in recent

years, resulting in the prominence we enjoy in

the market today, and to share our plans and

challenges.”

“This excellent visit gave us a comprehensive view of the strong progress that Q8 Italy is making.”


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A glittering prize-giving ceremony has been held in the beautiful medieval city of Taormina in Sicily for the first winners of the Excellence Recognition Awards. The event was hosted in the luxurious San Domenico Palace Hotel and attended by KPI President Bakheet Al-Rashidi, the Aruba Board and members of top management.

The Excellence Recognition Awards were launched in July 2016 to recognise the major achievements and excellence of teams across Q8 and to encourage the highest standards of performance. Each Operating Unit nominated its highest performing teams and judging panels selected the final winners in four categories: project implementation, innovation/cost optimisation, customer satisfaction and SSHE/corporate social responsibility.

Addressing the winners, Bakheet Al-Rashidi said: “I warmly congratulate you all for being selected by your respective management and as final winners of the 2016 ERA awards, which recognise high achievements within KPI and our JV partnerships. You have earned this recognition for excellence

achieved through your great efforts and dedication, which are in turn of great benefit to our company.”

The ERA programme is headed by Marketing Advisor Hans Kats and sponsored by Khaled Al-Mushaileh, Vice President Europe. Earlier in the day, winners had visited Mount Etna, Europe’s highest active volcano. Referring to this in his speech, Khaled Al-Mushaileh said: “ERA has brought us finally to the volcano Etna . . . . . . this time for eruptions of excellence, best practices and ideas!”

To loud applause, representatives of the winning projects were presented with an ERA award by KPI President, Vice President Europe, Chairman of the Aruba Board, their Operating Unit Managing Director and the respective head of the judging panel. The winners also gave a brief explanation of their projects to the audience.

The event ended with a celebratory dinner and was acclaimed a great success. The superb achievements of the winning projects have set the bar very high and will serve as an inspiration for those competing in the 2017 ERA awards.

Celebrating the first winners of the ExcellenceRecognition Awards

Group shot of winners


Project implementation

Dripstop nozzles – OKQ8 Scandinavia

Q8easy migration to commissioning scheme – Q8 Italy

DEMETRA (reseller acquisition/integration) – Q8 Italy

EMIR (Effective Management Information Reporting) – Q8 North West Europe

TORO (consumer business sale) – Q8 North West Europe

Innovation/cost optimisation

Q8 LowRisQ insurance – OKQ8 Scandinavia

PayPal (Retail/IT) – Q8 Italy

Daily inventory management system – Q8Oils

Intraday posting – Q8 North West Europe

Customer satisfaction

Workforce management within customer service – OKQ8 Scandinavia

Q8easy CLUB – Q8 Italy

Project Flower (loyalty programme in Belgium) – Q8 North West Europe

Tango marketing strategy – Q8 North West Europe

SSHE/Corporate Social Responsibility

Launch of CNG in Belgium – Q8 North West Europe

Project 3S (outdoor payment terminal protection) – Q8 Italy

Kallhäll renewable fuel station – OKQ8 Scandinavia

Internship programme – OKQ8 Scandinavia

Winners of 2016 Excellence Recognition Awards

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“To achieve this award in the current business environment is

exemplary.”

KPI has been awarded a prestigious prize at the Middle East and Africa Risk and Insurance Excellence Awards as outright winner of the Enterprise Risk Management (ERM) Programme of the Year category.

These are the only awards that cover both the Middle East and Africa, providing a platform for risk and insurance professionals to share best practice and showcase innovative solutions.

The ERM Programme of the Year award recognises the dynamic application of ERM within an organisation through a strategy that has achieved tangible results. Praising KPI’s ‘exceptional programme’, the judges described KPI’s approach to ERM as ‘a well-conceived strategy that has produced clear and obvious returns’.

Success is attributed to the way KPI organises and focuses on core issues, aligned with the Long Term Strategic Plan 2030. Outstanding attention is paid to mitigating future risk by creating an effective programme with the full participation of all employees.

Accepting the award trophy at a glittering ceremony in Dubai in October 2016, Khaled Al-Mushaileh, said: “It gives me great pleasure that KPI has won this important award against such strong competition

and in recognition of our pioneering efforts and hard work. To achieve this award in the

current business environment, with the oil industry’s highly-integrated and

complex risk matrix, is exemplary. It is a proud achievement and honour for the entire group, highlighting our commitment to excellence in ERM, with the full support of top

management.”

Congratulations to the ERM team, who are led by Finance and ERM Manager

Abdulaziz Al-Bannai. There is no doubt that the commitment and passion shown by everyone will continue to play an important part in driving KPI’s global success,

Top award for ‘exceptional’ ERM programme

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KPI has signed a memorandum of understanding with Oman Oil Company (OOC), the Sultanate’s investment arm in the energy sector, to explore the opportunity to develop the Duqm Refinery and Petrochemical Complex.

The project is sited in the special economic zone in Duqm, in Al Wusta region. It is one of Oman’s most significant undertakings in the energy field and could serve as a springboard for Duqm’s planned transformation into one of the largest industrial and economic zones in the region.

It is envisaged that both companies will own equal shares in a joint venture company and each partner has the option to introduce other strategic partners.

The complex is expected to have a processing capacity of around 230,000 bpd. As well as supporting the economy by developing the region, it will also provide a significant long-term outlet for Kuwaiti and Omani hydrocarbons.

The agreement was signed in OOC’s offices in Muscat on 9th November 2016 by KPI President Bakheet Al-Rashidi and Hilal Al-Kharusi, Acting Executive Managing Director of OOC. Also present were Nizar Al-Adsani, CEO of our shareholder, KPC; Isam bin Saud Al Zadjali, CEO of OOC; Ghanim Al-Otaibi, Vice President Asia and other senior executives.

Bakheet Al-Rashidi said: “In addition to the local Omani rich experience in oil related industries, KPI’s ample

international experience in mega refinery and petrochemical projects will support and guarantee the success of the project and will create a pool of regionally-trained workers for this and future projects in the oil industry.”Ghanim Al-Otaibi added: “We worked very hard as a team to get to this stage. The project is already well advanced and required extensive and detailed due diligence to ensure that it is sound and will in time deliver the objectives of KPC and KPI for growth in Asia in line with the KPC 2040 strategy.”Imad Al-Hadlaq, Group Manager Business Development and Acting Manager - JV Marketing (Asia), who is also the Oman Project Director, commented: “We have come a long way and have kicked off the process to pave the way to a more advanced stage. We hope very soon to share some exciting news with everyone regarding the development of this project.”

A 900-hectare site has already been allocated for the refinery and the final investment decision is expected to be taken by the second quarter of 2017.

Paving the way for astrategic partnership in Oman

Bakheet Al-Rashidi and Hilal Al-Kharousi sign the agreement with, behind left to right:

Ghanim Al-Otaibi VP Asia – KPI;

Wafaa Al-Zaabi - MD Planning and Finance – KPC; H.E.

Yahya bin Said Jabri - Chairman of Special Economic Zone Authority- Duqm;

Nizar Al-Adsani KPC CEO;

Al-Mutasim Al-Sariri Director of Corporate Affairs, OOC;

Isam Al-Zajdali OOC CEO

“KPI’s ample international experience in mega refinery projects will support and guarantee the success of the project.”


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Since its introduction in 2012, the Performance Enhancement Programme (PEP) has become an essential day-to-day part of our business and key focus for top management. In this financial year, Q8 secured $24 million from revenue enhancement and operating cost reductions, while process optimisation projects across the Operating Units are enhancing efficiency. In short, it’s an amazing success.

A new PEP corporate team has been set up in KPI Head Office to track, communicate and present the results of PEP to the President and Vice Presidents every quarter. The team is keen to stress that PEP is not just about big projects and drastic changes, even the smallest improvements can make a difference. PEP is a team effort and everyone, at every level, has a contribution to make. After all, who knows better how to make improvements than the person who is doing the job?

To achieve full engagement with colleagues throughout the company, the PEP team has launched a new awareness campaign. For the first time, a simple online form has been introduced that makes it easier than ever to submit your idea. The form can be found on the

KPI Head Office page on Forecourt – all you need to do is fill it in online and email it to the PEP team.

“We consider everyone as part of the PEP team – and we need to hear from you!” says Bashar Al-Marzouq, Operational Excellence Senior Analyst and a member of the PEP Steering Committee.

He adds: “We want to hear all your ideas. These could perhaps reduce costs, increase revenue, enhance efficiency or improve customer service. In fact, we’re interested in anything that helps us to do things better. The PEP Steering Committee will consider all ideas very carefully to see if they can be implemented.”

Teaser emails have been sent to everyone telling them about the form, and the PEP team will make a presentation in each Operating Unit.

It couldn’t be simpler to send in your suggestion – so don’t hesitate. Who knows, the small idea that’s been at the back of your mind for some

time could result in a huge improvement for the business.

Stainless steel in factory

“PEP is not just about big projects and drastic changes, even the smallest improvements can make a difference.”

Be part of the

PEP team


New milestone in simplifyingmanagement systemsThe first phase of a project to integrate the KPI Corporate SSHE and Quality management systems is now complete.

Project Manager John Briggs explains: “From 1st January 2017, we no longer consider the KPI Corporate systems and organisations as separate, but think in terms of having one business management system and one business organisation.”

Project Integr8, which started in April 2016, has delivered an integrated corporate Business Management System (BMS), aligned to the latest 2015 ISO standards, enabling it to be certified to the new standards in 2017. The new KPI Business Management Policy, BMS Manual and fourteen system procedures can now be found on the new BMS site on Forecourt.

The 2016 Q8Engagement Survey highlighted that employees feel that procedures within the company are too complicated. While developing the new management system, the project team therefore took every opportunity to simplify and streamline documents and deliver a lean, integrated management system. KPI management and other interested parties were consulted during the development process to ensure that the management system would support all business processes.

The project’s longer term objective is to take a more holistic approach to integrating both corporate and

operating unit management systems, which will

minimise the duplication of documents and bring

administrative, operational and organisational

benefits. This is the first time that KPI will have

one integrated management system for all the

operating units.

It’s another important step in the continuous

improvement of management systems which

is making an important contribution to the

efficient running of the business.

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Group pic of Integr8 team

“We now think in terms of having one

business management system and one business

organisation.”


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As Q8Aviation’s longest-serving employee. Mary Moore has built a very strong knowledge of the aviation fuel business over the past 26 years.

She joined Q8Aviation as an assistant accountant in 1990, moving a few years later to the role of credit controller. Looking for a change in career, Mary later joined the sales team and steadily progressed to her current role of Senior Account Manager.

Mary manages a wide portfolio of customers including Emirates, Qatar Airways, Ryanair and Jet2.com, and is responsible for a sales turnover exceeding $1,500m.

In addition, another major part of Mary’s role is the management of Q8Aviation’s fuel supply to 13 UK airports, which is currently around 1,800 million litres per year. This includes London Heathrow - one of Q8Aviation’s most challenging locations due to its continuous high fuel demand and limited storage facilities.

Recent developments within the sales team have resulted in Mary taking on the IAG Group, as well as management of additional airports in Spain.

Sam Naish, Sales & Marketing Manager, says: “Mary is a fantastic role model for other employees in the group, having transitioned from a back-office role to a senior account manager position that involves liaising with some of the biggest airlines in the world. Her hard work, dedication and loyalty make her an integral member of the Q8Aviation team which has played a significant part in the company’s growth for over 25 years.”

He adds: “Within our sales and marketing department Mary is the ‘glue’ that holds our team together; her knowledge of the industry, our counterparts and company processes are without comparison and we would not be as successful without her.”

Meet the team:“Mary’s hard work, dedication and loyalty make her an integral member of the Q8Aviation team.”

Mary Moore, Senior Account Manager, Q8Aviation


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Abdulaziz has worked for the Kuwait Petroleum Group for more than 30 years and has built a wealth of expertise in all aspects of finance.

Joining KPC in 1986 as a graduate, with a degree in accounting from Kuwait University, he progressed to the position of Cost and Budget Team Leader where he was responsible for setting and managing budgets.

In 2008 he moved to KPI Head Office where he currently leads the finance and ERM team of 21 people. In addition to his responsibility for producing KPI’s annual accounts, he sits on many internal committees including Parliament & State Audit Bureau and Purchasing.

There are many challenges in a complex financial role; Abdulaziz comments: “It’s a demanding job that requires highly-trained employees who can provide a quick and valuable input to top management for decision making, while ensuring that all data is compliant with the regulations.”

Abdulaziz is also responsible for enterprise risk management (ERM) in KPI, which is a structured approach to understanding and managing risk. He

comments: “ERM involves a great deal of effort as it is a joint responsibility between management and employees, requiring a high level of skill to provide a valuable input to the strategic and planning process.”

Under his sponsorship, the ERM team has aligned KPI’s risk approach with international standards and is continuing to fine-tune risk management across the business. This work was recognised with the Enterprise Risk Management (ERM) Programme of the Year award at the 2016 Middle East and Africa Risk and Insurance Excellence Awards.

Abdullah Ali Al-Azemi, VP Strategy & Finance, says: “Abdulaziz and I have been colleagues for many years at KPC, our shareholder, and Q8. Throughout his service to the company, has brought great value to the finance team. Not only does he have a wealth of knowledge in finance and enterprise risk management, but also his charisma and interpersonal skills make him admired by both his colleagues and his direct reports. Abdulaziz’ s contributions to the company are too numerous to list, but his dedication and drive for the success of Q8 are felt by all those who have worked with him.”

Meet the team:

Abdulaziz Al-Bannai,Finance and ERM Manager

“Throughout his service to the company, Abdulaziz has brought great value to the finance team.”


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IQ8 is the first wholly foreign-owned company in the fuel retail and distribution sector in Vietnam. The two companies are also partners in the Nghi Son Refinery and Petrochemical (NSRP) Project, which will become Vietnam’s largest refinery when operations start in 2017.

Demand for fuel is growing rapidly in Vietnam, as people upgrade from bicycles and scooters to cars. Although the country has around 14,000 petrol stations, they offer a poor customer experience and branding is weak.

Imad Al-Hadlaq, Group Manager Business Development and Acting Manager JV Marketing (Asia), comments: “The idea of having a network of strategically located service stations throughout Vietnam dates back to the early days when the Vietnam NSRP Project was taking shape. Today, after a lot of effort from team members at all levels, we have turned this into a reality and will witness the first service station being erected and becoming operational in 2017.”

Khaled Al-Bader, Marketing Manager – Vietnam, comments: “We are building these service stations to world-class standards of health and safety and our combined European and Japanese know-how will provide an outstanding standard of service for customers.”

In Vietnam – one of the world’s fastest growing economies - Q8 is preparing to launch our first service station in Hanoi this spring in joint venture with a Japanese oil company Idemitsu Kosan Co., Ltd. The new JV Company – Idemitsu Q8 Petroleum LLC (IQ8) - was born in April 2016.

The first service station will be in Hanoi and the initial objective is to open ten service stations across North Vietnam over the next two years primarily to test the Vietnamese market. The Vietnamese government is investing heavily in infrastructure and building highways to link cities. IQ8 will therefore seek prime locations along the corridors of the new highways to secure future growth.

The new service stations will sell diesel, gasoline 92 and 95 and the sustainable gasoline E5. IQ8 will also be the first company to provide payment terminals at service stations; motorists in Vietnam currently pay for their fuel in cash and the option to use a card will be a great step forward in security and convenience, particularly for truck drivers who will no longer need to carry large sums of cash.

A small local team of experts is working on the project, headed by Khaled Al-Bader in Hanoi. He works in partnership with Nouf Al-Najdi, Senior Analyst - JV Marketing (Asia) in KPI Head Office in Kuwait and Harry Buyle, Senior Project Engineering Advisor Q8 North West Europe, based in Belgium, who provides technical advice on the construction of the service stations.

Khaled comments: “As well as our internal team, we are in close touch with our Japanese partners and the project management company, based in Ho Chi Minh City. Working across different cities, countries and time zones makes communication very challenging and there are also the sensitivities of cross-cultural communication.”

He adds: “This is a fascinating project with enormous potential for our company and we are all enjoying the experience enormously and looking forward to the opening of the first service station.”

“Our combined European and Japanese know-how will provide an outstanding standard of service for customers.”

Service station

New service station set to launchin Vietnam


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Q8 Sails asked him about his first six months in the job - and more.

Tell us a little about yourself

“I live in Antwerp and have a son, 26, and ‘plus one’ son, 16. I was once a semi-professional football player and now I’m a keen cyclist. The previous general managers at Q8 Oils were all cyclists, so it’s great to be following in the tradition.”

What was your career before joining Q8 Oils?

“I have a strong background in the oil sector, working for BP and Castrol in the lubricants sector for 22 years. I was involved in BP’s takeover of Castrol in 2000 and worked for Castrol as General Manager Europe/Africa and then Head of global transport sectors, responsible for marketing two of Castrol’s five global segments.

“Most of my career has been spent abroad and I always planned to come home to Belgium. I returned in 2014 to work for the Port of Antwerp, the world’s second largest oil and chemical cluster, in a business development role. It was extremely interesting, but I was keen to return to a management position in the commercial world.”

What did you focus on in your first six months at Q8Oils?

“I was aware of the Q8 brand, but knew very little about Q8Oils, so my priority has been to listen and learn from people in Q8Oils to identify where improvements are needed and where the opportunities lie. People are fundamental to our success and we’re making sure that the right teams and training are in place.”

What priorities have you identified?

“With offices in Belgium, UK, Italy, Middle East, Spain

and the US, our business has excellent direct reach to many of our key markets. Our challenge now is to build on this advantage and to harness further the synergies of our skilled, hard-working teams, strengthening even more the sense of one team and one company.

“We have very clear agreed commercial aspirations and intend to focus more on certain geographical

and market segments, in line with our significant technical, manufacturing and marketing capabilities which are well recognised and respected by our customers and competitors alike.

“Additionally, a major capital investment has been made in our state-of-the-art blending plant in Antwerp. Part of its original design

was to accommodate the capability for additional manufacturing capacity, doubling current output. We therefore need to increase the utilisation of this asset.

“There are also vast opportunities for further growth in the Middle East, Africa, the Far East and South America, which we intend to pursue vigorously and exploit.”

What is your vision for Q8 Oils in, say, five years’ time?

“I see Q8Oils as a key and leading player in our selected markets. Our people will be acknowledged as highly-motivated, leading experts in the industry and Q8Oils will be recognised as a great place to work. It’ll be brilliant.”

In July 2016, Frank Rouwens was appointed General Manager Q8Oils. Born in Belgium, Frank has a Masters in applied economics/business management from the University of Antwerp and has attended INSEAD, one of the world’s leading business schools.

“Our challenge is to harness further the synergies of our skilled, hard-working teams.”

Introducing the new GeneralManager Q8Oils


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Q8 North West Europe has launched a coaching programme for its employees as an important step forward in its objective to embed coaching in its culture.

The initiative is being championed and driven by Azzam Al Mutawa, Managing Director Q8 North West Europe, who says: “Our management team sees coaching as a thought-provoking and creative process that helps people reach their potential, both personally and professionally. It’s important to develop a strong culture of coaching, recognising it as an important development and management tool. This is a vital part of our structured approach to Succession Planning and Talent Management and we are also mindful that personal development was highlighted in the Q8 Engagement Survey as an area for greater focus.”

Q8 North West Europe ran a pilot programme where each director on the Management Committee agreed to coach one or two employees. The 13 employees involved were very positive about the experience, with comments including: “My coach asked some very good powerful questions which really rocked me into thinking and taking action”; “It makes you think about your future and options” and “It’s nice to be able to exchange ideas with someone with a lot of responsibilities and experience”.

Embedding a culture of coaching in Q8 North West Europe

Following the success of the trial, coaching is being systematically cascaded to other levels. This year, selected senior second line managers will take on the role of coach.

Each manager has attended a training session to learn about coaching and the different techniques involved, before being allocated a nominated employee to coach. Although coaches and ‘coachees’ will always be from different departments, so that it is easier to hold an open and free discussion, the coaches add value through their experience and in depth understanding of the business.

The coaching will start with an informal kick-off session, to agree expectations,

goals and processes, and will be followed by four or five sessions, every six weeks; these can be extended if both sides agree. Every meeting is completely confidential and actions agreed will be linked to each employee’s personal development plan.

To fully embed the coaching culture, a pilot leadership/coaching programme for team leaders, supervisors and managers below second line level has also been launched recently.

Marjolein Piessens, HR Business Manager Q8 North West Europe, says: “This learning will give our supervisors and managers the knowledge and tools they need to coach their teams with confidence. Our aim is that, over time, coaching will become a natural part of day to day working life.”

“Coaching is a thought-provoking

and creative process that helps people reach their

potential, both personally and professionally.”


IDS raISeS the bar In carD SecurIty anD control

Ask any customer what they want from a fuel card and the answer is always ‘security and control’. IDS has long led the way in online fuel card management through iAccount, an online system that allows its customers to monitor and control their cards online, 247/. Although iAccount has undergone a series of enhancements since its launch in 2013, it has now evolved to an entirely new level under Project Darwin.

Pieter Declerck, General Manager IDS, says: We are very proud of iAccount. It gives our customers full control over their IDS cards and complete peace of mind. It’s of great strategic importance to us and a key part of maintaining our position as Europe’s leading fuel card provider. iAccount has been raised to the next generation of card management and I congratulate the project team and everyone involved for a very successful outcome.”

Launched in 2016, the new iAccount has a fresh, modern design, superior usability and more detailed content. It features a new Dashboard that is easy to navigate and gives swift access to all the key actions. Fuel prices are instantly visible, together with transactions and financial account information, and data can be tailored to individual needs. Responses to actions are already close to real-time and in January 2017 will become even faster, helping customers to manage their business efficiently and with full control.

IDS currently offers iAccount in 14 languages and will shortly add two more, making it 16 in total.

Impressively, IDS employees handled the massive task of translating the website in house.

IDS is receiving great feedback on the new iAccount. Comments from customers who took part in a pilot scheme before the launch include: “I played with the new iAccount and it looks great. I am really impressed. I think is a great tool!” and “We believe we will be very pleased with the new iAccount … we are getting closer to the perfect tool every time.”

Christy Immens, IT Business Expert at IDS, who led Project Darwin concludes: “When we first introduced iAccount we worked hard to encourage our customers to use it - but its benefits quickly became clear and usage quadrupled in the first year! Thanks to the effort of our CSU and sales teams, and the support of the management team, we have proved that iAccount is a powerful tool and are delighted that the new iAccount is being so well received by our customers.”

• The Project Darwin team. Left to right: Onno Sonbeek, Marie Cailliau, Peter Vanhee, Heidi Van Steerteghem, Sandra Montag, Franziska Schick, Pieter Declerck, Marco Sihasale

• iAccount Dashboard

“iAccount is a key part of maintaining our position as Europe’s leading fuel

card provider.”

NEW

S


Q8 Italy has strengthened its logistics network and opened up new business opportunities with a new sea terminal, inland depot and pipeline in north-east Italy, which were part of the acquisition of Shell’s assets in Italy in 2014.

Called SILONE (North East Logistics System) the assets are jointly owned by Q8 Italy and Q8 Europe in a 70%/30% share respectively. The chairman of the new company is Roberto Zaccaro, Logistics & Operations Director at Q8 Italy.

The sea terminal is sited in an industrial area of Trieste, on the site of a former refinery. It is a supply terminal for tankers discharging at the port and has 14 storage tanks. Operations have been fully integrated into Q8 Italy’s logistics system and it is part of the supply chain, receiving products from our Milazzo refinery.

Built on a greenfield site more than 40 years ago, the depot at Visco is used for fuel storage and truck loading. It has 38 above ground storage tanks

and is fed from Trieste terminal by pipeline. At 56 kilometres long, this is Q8’s longest fully-owned pipeline and requires special expertise to maintain.

The SILONE operation runs from 3am to 7pm to maximise cross-border business from its location 50 km from the Italian border with Slovenia and around 100 km from Austria.

Employees at the depot are fully engaged in making the most of the depot’s growth capability. Mainly thanks to Direct sales, volumes have increased sharply in one year and far exceed the sales volumes forecast at the time of acquisition with no compromise in the commitment to ‘safety first’.

Roberto Zaccaro comments: “We’re proceeding with developing the depots at full speed through investing in upgrades while maintaining the integrity of our assets. We’re proud to add these assets to our supply chain and open up new opportunities for our company.”

He adds: “We’re keen to integrate these new operations fully into our business and have also brought in people from other depots and facilities, mainly in Southern Italy. As well as sharing ideas and experiences, this will be excellent for personal development.”

“We’re proud to add these assets to our supply chain and open up new opportunities for our company.”

NEW

S

New assests boost Q8 Italy’s logistics network

Terminal and depot.


NEW

SPutting down strong rootsin Italy

Q8 Italy has marked the first phase of its ‘Plant a Tree’ programme with a ceremony last December in the small town of Pontestura in Northern Italy, when a re-forested area of 1.5 hectares planted with 1,500 new trees was officially handed over to the town’s Mayor.

The land in Pontestura was chosen because it is at high risk of landslide; the new trees will help to prevent this through their network or roots which hold the soil together.

Young children from a local school were invited to the event as special guests and helped to plant the new trees.

At the ceremony, the Mayor of Pontestura said: “We are very happy to be here today as environmental issues are part of our primary community targets. We thank Q8 for the contribution they have made to improving our territory.”

The tree planting programme also involved members of Q8easy Club, which Q8 Italy set up to build a strong and lasting bond with its customers. From April to October 2016, club members could see their re-fuelling activities being transformed into ‘new trees’. Each person who enrolled in the scheme received a personal code to enter in the payment terminal before filling up. For every 200 refuellings, Q8 Italy planted a new tree. A running total of the number of trees was recorded in real time on the Q8easy website so that customers could follow progress.

Vincenzo Maniaci, Cards and Business Innovation

Director at Q8 Italy, commented: “This positive outcome confirms how we place our customers at the heart of our strategies and our determination to have

a 360° sustainability ethos.”

‘Plant a Tree’ is part of Q8 Italy’s extensive programme to protect

the environment, which has been running for many years. In 2010 it was the first company in Italy to launch a service station with zero carbon emissions, achieved

by using photovoltaic panels and environmentally-friendly materials

and compensating for residual emissions through forest planting. Q8 Italy continues

to work with organisations that specialise in energy and environmental issues to further its involvement in environmental protection.

“This confirms how we place our customers at the heart of our sustainability strategies.”

Vincenzo Maniaci helps children plant a tree in the re-forested area of Pontestura.


NEW

S

Inspiring the team in OKQ8Scandinavia‘Inspiration’ was the theme of OKQ8 Scandinavia’s 2016 Friendly Day, an annual event held in Denmark and Sweden for the sales managers and supervisors of the service stations.

There have been many changes since OKQ8 and Q8 Denmark integrated in 2012 and the events celebrated the achievements of the past four years and sought inspiration to meet the coming year’s challenges.

The aim was for everyone to leave the day filled with new insights and inspiration which can be used to encourage their teams in their daily work. The events were also about sharing experiences and ideas, to achieve even greater customer satisfaction. Fun at work was another important aspect, as it helps to create a better business and strengthen customer loyalty.

“If work isn’t inspiring and motivating, employees can’t deliver an enthusiastic and friendly service to our customers. We want our customer service to be fast and efficient, but also friendly,” said Helle Dahlgren Skov, Director Retail – Manned & Business Development.

The Friendly Day in Denmark focused on providing the tools to help people become better leaders. High turnover amongst sales assistants is a big challenge

and the day offered ideas on how to motivate, develop and retain them.

In Sweden, the day offered suggestions on how to communicate OKQ8 Scandinavia’s vision and strategy to every employee, together with insights on new developments including self-driving cars and the growing electric car market. Participants also tested new dishes and products that will extend the range offered at service stations and increase sales.

Helle Dahlgren Skov concluded: “These were great events, which gave us plenty of time to reflect on OKQ8 Scandinavia’s fast-moving journey, mixed with inspiring discussions and tips and tricks that will help us in the journey to come.”

“If work isn’t inspiring and motivating, employees

can’t deliver an

enthusiastic and friendly

service.”

Friendly Day in Denmark

At the Friendly Day in Sweden, OKQ8 Scandinavia directors and managers were interviewed about their work in a ‘TV show’. Here, TV journalist Sofia Rågenklint and Annika Kristoffersen of OKQ8 Scandinavia interview Helle Dahlgren Skov.


Friendly Day in Denmark

The five grades in the Q8 Formula Truck range offer superb benefits of reliability, cost-saving and protection, as typified by Q8 FT 8700 FE 5W30. Field tests show that these outstanding lubricants help cut fuel consumption by around 1.3%. Maintenance costs are also reduced thanks to its advanced protection against wear and oxidation. Successfully tested in the harshest temperatures, as low as -35oC, and offering longer drain periods, they minimise downtime,keeping your vehicles on the road.

For exceptional heavy duty engine oils that deliver the performance and savings essential for effective fleet management, look no further than Q8 Formula Truck.

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[email protected] | www.Q8Oils.co.uk

The Right Formula

ntroducing Q8 Formula Truckngineered for the road ahead

In the highly competitive commercial vehicle sector, every business is looking to improve fuel consumption, minimise downtime, reduce maintenance costs and cut harmful emissions.

At Q8Oils we push the boundaries by drawing on cutting-edge technology to produce lubricants that deliver exceptional performance while protecting the environment.

Q8 Formula Truck is a range of synthetic, low viscosity, ultra-high performance heavy duty diesel oils, designed to meet the environmental requirements of the latest Euro V and Euro VI engines.

These world class lubricants raise the bar in standards of performance, maximising efficiency of latest generation engines and exceeding the most stringent requirements of engine manufacturers and international specifications ACEA, API and JASO.

Q8 Formula Truck product profileSelected specifications and approvals:

Q8 Formula Truck E4 E6 E7 E9 CI-4 MB 228.51 MAN M 3477 MAN M 3677 Iveco E6 FE % TBN

8400 FE 10W-30

8500 FE 10W-30

8600 10W-40

1.0

1.0

-

1.3

1.0

10

10

13

10

138700 FE 5W-30

8800 FE 5W-30

CJ-4


[email protected] | www.Q8Oils.co.uk

For more information on the Q8 Brunel range, and other metalworking fluids, please contact our Technical Specialist for more information today on +44 (0) 113 236 5223

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Q8 Brunel XF 343meets the sky high standards of the aerospace industryQ8 Brunel XF 343 is a new generation metalworking fluid designed to excel across a wide variety of aerospace machining applications. Q8Oils are delighted to have gained PCS 4001 ed.2 accreditation from Safran Landing System and be placed on the approval list PCS 4002 for metal machining applications in the manufacture of aircraft landing and braking systems. This milestone is further progression on the 455-201-0-00-B approval by Snecma Safran.

Being a leading supplier to the aerospace industry, Safran Landing Systems (Previously Messier – Bugatti – Dowty) insist upon the highest standards of engineering and quality control during the manufacturing of their products.The Q8 Brunel family of metalworking fluids meet the latest worldwide chemical and environmental legislation and are free from formaldehyde, boron, secondary amine and chlorine.

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