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1 |PetrofactsFebruary 2014 Petrofacts February 2014 |2PetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetPetrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofrofactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactactssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssssss FebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebFebruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaruaryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryryry 201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201201444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444444 |||||||||||||||||||||||||||||||||||||||||||||22222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222222

Nov

ember

2016

Petrofacts

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2 |PetrofactsNovember 2016

4 Our record of the company’s news,activities, new contracts andagreements around the globe

8 AbuDhabi: TakingPetrofac to a new levelCreating a successful engineering andconstruction business in the Emirate

14 Themagic numbersThe numbers involved in Petrofac’s twoAbuDhabi projects are staggering

16 TheBig PictureAnextraordinary vessel is used to carrymassive project components

18 Turning in thewind’s directionBorWin3 is both a giant project, and agiant demonstration of diversification

26 WhereweworkThreemajor projects in AlgeriamakeHassiMessaoud a gateway forworkers

28 Well engineered solutionsHowPetrofac’s well engineers workacross thewhole lifetime of an asset

32 BalancingactMeet E S Sathyanarayanan, the manbehind Technical Services

36 SteadyasshegoesThe diary ofMark Jubb, MasterMariner in charge of taking the hugeFPF-1 to sea

40 Double visionTwoperspectives on the last ten yearsin Petrofac’sMumbai office

42 I always carry…Howone leather satchel has beencarried towork for 25 years

44 Meet some of the Petrofac peoplearound the world, as they talk abouttheir projects, their plans, and somemore personal aspects of their lives

A night view of the FPF-1 in Gdansk.Photograph by Cezary Gierszewski

Contributors Petrofacts

Log

PeterHallidayWriterPeter has writtenfor clients includingFord, Visa andWestern Union

ArnheldeSerraPhotographerA documentaryphotographer whoalso exhibits hiswork widely

RobinKnightJournalistHas both experienceas a foreigncorrespondent andcorporate writer

Feature article:Turning in thewind’s directionWorking on Borwin3,a big project in moreways than one.See page 18

Features

Insidethis issue

The Petrofac editorialteam is respondingto the operatingenvironment bypublishing twoeditions this year;contact [email protected] comments orcontributions.Every employee shouldreceive a copy; [email protected] if you’d liketo receive a copy

EditorAnnWhatleyAssistant EditorsLucy PinkstoneJennie SaywellArt DirectionEsterson AssociatesPicture EditorMillie SimpsonConsultant EditorPaul KeersPrinted bywww.push-print.com

People

Cover

MichaelDriverIllustratorLondon-basedKingston graduateMichael also worksin animation

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PetrofactsNovember 2016 |3

26

36

18

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Algeria‘More than 800people havelearnt the skillsthey need ’

Poland‘The FPF-1 floatingproduction facilityfinally set sail’

UAE‘One of thelargest offshoreprojects underconstructionhere’

North Sea‘The largest scalesqueeze operationin theworld’

AbuDhabi‘Wewant tobuild on thesuccesswehave achievedto date’

Canada‘Given as a goingawaypresent inCalgary... I alwayscarrymy leathersatchel’

contents_UK03.indd 3 28/10/2016 15:41

Log


An innovative programme developed by a Petrofac team led to savings in both time andmoney on theworld’s largest scale squeeze operation, taking place in the Teal well in theNorth Sea

Achievements inKhazzan underscorePetrofac’s relationshipwiththe Sultanate of Oman

In July 2016, Petrofac’sAnasuria operations teamsuccessfully completed thelargest scale squeezeoperation in the world.More than 50,000 barrels of

treatment were injected intothe Teal well – located withinthe Anasuria cluster in theNorth Sea – to dissolve andremove scale that had formedin the well and productiontubing.Themost common industry

practice for scale squeezeoperations is to use a wellintervention vessel. ThePetrofac team developed aninnovative programme byremoving the vessel element,pumping the treatment directlyfrom the Anasuria FPSO

topsides through a 5.6kmpipeline. This innovativesolution enabled the team toreduce the overall project leadtime and produce a significantcost saving.The project was completed

to schedule and budget, withno accidents or incidents, andhas successfully increasedproduction from the Teal field.Earlier in 2016, Petrofac was

awarded a Service Operatorcontract to support AnasuriaOperating Company (AOC) onthe Anasuria cluster in theNorth Sea. The clusterconsists of a 100% interestin the Anasuria FPSO, Teal,Teal South, Guillemot A fieldsand a 38.65% interest in theCook field.

Petrofac’s Khazzan centralprocessing facility project inOman has recently achieveda significant safety milestone:26million man-hours without alost time incident. BP awardedthe contract to Petrofacin 2014, which includes twogas processing trains,a condensate processingsystem, power generationplant and water treatmentsystem, as well as allassociated utilities andinfrastructure. Not resting ontheir laurels for onemoment on

LTI-FREESUCCESSINOMAN

core of this achievement isevery one of us looking out foreach other, every minute ofevery day. Whilst the numberspeaks for itself, it is alsoimportant that we do notbecome complacent and asBP’s Site Manager AndyCoombes stated in a recentteam building exercise, that‘we stay safe as wemarch tocompletions’.”

Petrofac won its firstcontract in Oman in 1988and has continued to build aportfolio of projects and strongpresence in the Sultanate.Country Manager, RayRichardson, says: “Petrofachas a strong heritage in Oman.Today, we provide engineering,procurement and projectdelivery locally, which helpssupport the development oflocal service providers andvendors. Our country officein Muscat is a cleardemonstration of ourintentions to be an integraland sustainable part of thelocal market.”

this schedule critical project,the team also celebratedanother milestone inSeptember, passing 80%construction completion oftrain 1. It is anticipated thatthe project will be completednext year.

Elie Lahoud, Petrofac’sProject Director, said: “I amextremely proud of the safetyculture at our site. BP’s,Petrofac’s and our contractorCCC’s expectations of a safeworking environment arecompletely aligned, and at the

INNOVATIONINSCALEREMOVAL

The innovative process pumps treatment through a 5.6kmpipeline

A view of the KhazzanCPF construction site

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PRODUCTIONCAPACITYINNUMBERSPetrofac is playing a key role in generating significantenergy resources, from oil to gas towind power,frommajor projects located around theworld

4,000TPDOFSULPHURFROMTHEFADHILISULPHURRECOVERYPLANT

900MEGAWATTSFROMBORWIN3

Our Engineering andConstruction service linecurrently has 18 projectsunderway, ranging from theUZ750 project onman-madeislands off the coast of AbuDhabi to a US$1.2 billioncontract with In Salah Gas inthe Algerian desert. Whencompleted, these projects willall have the capacity togenerate substantial naturalresources, from oil to gas towind power.Petrofac has been behind

some of the world’s mostimpressive and complex oil andgas installations, in some of thetoughest climates. It is the focuson both operational excellenceand the core markets of NorthAfrica and theMiddle East thathas resulted in an unrivalledtrack record. By concentratingon its strengths, Petrofac isconsolidating its relationshipswith long-term clients and

recovery, making itenvironmentally unique.1,050million standard cubic

feet per day (mmscfd) of gasfrom Khazzan. Petrofac isworking on the engineering,procurement and constructionof the central processing facilityafter being awarded a contractby BP. The development of thisgas field in Oman will eventuallydeliver a volume equivalent toapproximately one third ofOman’s total daily domesticgas supply.900megawatts from

BorWin3. Our client, TenneT,is building a direct current gridconnection system in the NorthSea. Petrofac is responsible forthe construction and offshoreinstallation of the BorWin3platform, which will house aHVDC station that converts thealternating current produced bywind turbines into a directcurrent before transmitting itto the German national grid.The HVDC station will be oneof the largest of its kind.The scale and diversity of

these projects demonstrate therange of Petrofac’s capabilities.It is this depth of expertise thatensures we play a key part ingenerating significant energyresources and which puts us ina good place to face the future.You can readmore about theUZ750 project (page 8) andBorWin3 (page 18) in this issueof Petrofacts.

fostering a degree of stabilityin an uncertain market.Here, we see Petrofac doing

what it does best: deliveringlarge, demanding projects.Some of these include:750,000 bpd from the UZ750

project. This is one of the majoroffshore field developmentprojects in the UAE and is beingconstructed on a series ofartificial islands. The uniquenature of this project meansthat space is extremely limited.Therefore innovative thinkingaround logistics is crucial.4,000 tonnes per day (TPD)

of sulphur from the FadhiliSulphur Recovery Plant.Petrofac is constructing sixsulphur recovery trains plusassociated facilities for thesulphur. This mega-project inSaudi Arabia will greatlyincrease gas production withinthe country and has beendesigned for maximum sulphur

750,000BPDOFOILFROMTHEUZ750PROJECT

1,050MMSCFDOFGASFROMKHAZZAN

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Log


STATOILWINFORPETROFAC

Petrofac Training Services hasbeen awarded a contract forTraining and EmergencyResponse Services with Statoil(UK) Limited.The five-year training

partnership will see PetrofacTraining Services appointed asStatoil’s preferred supplier forHSE, survival, fire andmarinetraining services across theirUKCS operations.Petrofac Training Services

will also work closely withStatoil’s Incident Managementand emergency responseteams to create a full trainingand support programme.This will include emergencyresponse exercises, relativeresponse training andmajoremergency response training.By partnering with Petrofac

in this way, Statoil are working

PETROFACCOMPLETESREPSOLSINOPECTRANSITION

In a five-year training partnership, Petrofacwill become preferred supplier to Statoil for HSE,survival, fire andmarine training services, to support safe and efficient operations in theNorth Sea

Petrofac has safely andsuccessfully completed thetransition phase of theoffshore labour supplycontract awarded by RepsolSinopec Resources UK in July.In line with the three-year

agreement to provideoperations, maintenance andconstruction personnel forfive of the company’s UKassets, Petrofac welcomedaround 300 staff who hadpreviously been supportingthe facilities into its team inOctober.A second three-year contract

to supply engineering supportservices as a tier 1 contractorfor major brownfieldmodifications across 12assets within Repsol SinopecResources UK’s North Seaportfolio, was also awarded inJuly. The first engineeringprojects awarded under thisagreement began in October.Walter Thain, Managing

Director, West, Petrofac

Collaboration is key to success

Engineering and ProductionServices, said: “We aredelighted to be playing suchamajor role within RepsolSinopec’s transformation plans.Our teams have collaboratedsuccessfully to deliver a safeand seamless transition ofoperations. I thank them fortheir efforts and am verypleased to welcome our newcolleagues into the fold.

“Together, we are wellpositioned to deliver effectiveand sustainable performanceby focusing on improvement,innovation andaccountability.In addition, we will be deployingour scalable approach toengineering services deliveryto ensure we deliver highquality and cost effectiveservices that add real valueto Repsol Sinopec.”

to ensure that they are fullyprepared in the event of anypotential incident.James Kirk, Director of

Training Services, West,Petrofac Engineering &Production Services,

commented: “We aredelighted to have beenappointed as Statoil’spreferred supplier, whichreflects the strength anddepth of our capabilities.Throughout the contract,our specialist teams will befocused on both maintainingand enhancing the knowledge,expertise and skillset ofStatoil’s talent pool to supportsafe and efficient ongoingoperations of its assets andfacilities in the North Sea,UK sector.“Despite the challenges our

industry continues to face,competency of our respectiveworkforces remains a toppriority; as a result, we willprovide a highly integrated andflexible delivery model alignedto Statoil’s needs.”

A full training and supportprogrammewill be created

Log_08CC.indd 6 31/10/2016 11:49

PetrofactsNovember 2016 | 7

Petrofac is one of a number ofsponsors who supported theconstruction of a newmuseumin Basrah, Iraq. Housed in oneof SaddamHussein’s formerpalaces, which is beingpainstakingly restored, themuseum officially opened itsfirst gallery on 27 September.The gallery contains

artefacts from the Hellenisticperiod (c.300BC) to thepresent day. A ceremony heldto celebrate the opening wasattended by the Governor ofBasrah and the Chairman ofBasrah Council’s Oil and GasCommittee. The previousmuseumwas looted in 1991and was further damagedduring the 2003 conflict. Half ofits objects were stolen and themuseum director killed, so theopening of this galleryrepresents a significant turning

Petrofac’s Share Dealing Codewas recently updated to reflectchanges introduced by the EUMarket Abuse Regulation (MAR).Under MAR, there are nowclearly defined processes whichneed to be in place to identify“potential” inside information assoon as it exists within thebusiness and specific stepswhich need to be taken onceinformation has been classified.The Petrofac Share Dealing

Code is essential information foreveryone at Petrofac and you areasked to please familiariseyourself with it. You can find it onPetronet under the BeResponsible section. The Codeexists to ensure that employeesdon’t find themselves in breachof any of the legal obligationsrelating to share dealing orinsider trading.If you are, or believe you are,

in possession of confidentialinformation you should notdiscuss the matter with others(either inside or outside theCompany), unless not doing someans you cannot carry out yourjob (if this is the case, you shouldspeak to your line manager).If confidential informationbecomes inside information, youwill be notified directly. This willmean that you will be prohibitedfrom dealing in the Company’sshares and you will again bereminded not to discuss thematter with others.The penalties for insider

trading are severe both forindividuals and the Company,and could lead to internaldisciplinary action andtermination of employment.Insider trading activities are alsoinvestigated by externalRegulators (such as the FCA)and could lead to significant finesand/or criminal charges.If you are in any doubt, or

have any questions, pleasecontact [email protected].

NEWSHAREDEALINGCODE

Dignitaries attending the opening ceremony in Basrah

more galleries are expectedto open in approximatelythree years. It is hoped thatthis will become a benchmarkfor the rest of the country,with new educationalprogrammes for localschoolchildren scheduledto begin this year.

point in the history of theregion. British AmbassadorFrank Baker said: “The BasrahMuseum reminds us of thedepth of the history of Iraq,and the great achievementsof its people.”Work now continues on the

rest of the museum and three

Thanks to the support of Petrofac and a number of sponsors, the first gallery hasopened in a newmuseum in Basrah after its predecessor was looted and damaged

NEWBASRAHMUSEUMBRINGSBACKTHEPAST

ESSAM

ALSUDANI/REUTERS

Log_08CC.indd 7 31/10/2016 11:38


ABUDHABI:TAKINGPETROFACTOANEWLEVELSince 2008Petrofac has created a successfulonshore-offshore engineering and construction businesshub in AbuDhabi. As the Emirate diversifies its economyand develops infrastructure, Robin Knight describes twoof themassive projects involving the company

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“Picture white-domedmosques, candycaneminarets and sweeping romanticdeserts,” gushes Lonely Planet in its guideto Abu Dhabi. “It is the essence of Arabiafrom camel racing at dawn to burning-redsand dunes at sunset.”Or as an expatriate resident puts it more

prosaically: “Think of Abu Dhabi as Dubai’solder brother. It’s modern, it’s the seat ofgovernment in the UAE (United ArabEmirates) and it has an authoritative,confident air. It has developed quickly.A lot of construction is going on. It’s alsohome to a Formula 1 racetrack and toFerrari World – the world’s largest indoortheme park – not to mention the world-class museum district it’s building withbranches of the Louvre and theGuggenheim. There’s still a strong senseof momentum despite the oil priceroller-coaster.”Abu Dhabi actually means ‘Father of the

Gazelle’. Deer used to inhabit this strategicregion on the southern coast of theArabian Gulf and it once had plenty ofmoisture in its springs and lakes. Todaythere is two inches of rainfall each yearand in the summer temperatures soarabove 40°C.Traditionally, the economywas based on

pearl fishing. Oil exploration began in the1930s and first oil was found in 1958. Morediscoveries followed and today there arenine major producing onshore andoffshore fields. The Emirate – one of sevenmembers of the UAE – accounts foraround two-thirds of the UAE’s US$400billion economy.Some of this wealth is quite visible.

The Emirate boasts the world’s mostexpensive car licence plate, the world’s“furthest-leaning man-made tower”, oneof the world’s tallest flagpoles and one ofits most expensive cocktails.This is a success story, however, with

many dimensions. Political stability hasencouraged sustained, gradualdevelopment with increasing emphasison diversification away from the dominanthydrocarbon sector. Foreign investmenthas always been welcome here, as haveexpatriate workers. Islam acts as acohesive element for a disparatepopulation of about three million, 75% ofwhom are non-nationals. One of the mostimportant landmarks is the Sheikh ZayedGrandMosque – an opulent buildingconstructed from 1996-2007 and capableof holding 41,000 people.Petrofac’s first real toehold in the Emirate

was a joint venture in 2008 with MubadalaPetroleum, now superseded by anotherwith Nama Project Services LLC. Businessmoved ahead and notably so from 2013with the award of four important contracts,one of them involving a truly mega-projectthat has taken the company into newterritory in terms of scale, planning,

logistics and technical demands:The UZ750 offshore project at the Upper

Zakum oil field located 80km off the coastof Abu Dhabi. In a consortiumwith DaewooShipbuilding &Marine EngineeringCompany, Petrofac’s share of this contractis now valued at US$3.5 billion. Completionis set for mid-2018.The US$500million SARB (Satah Al

Razboot) Package 3 EPIC (engineering,procurement, installation andcommissioning) contract to develop anoffshore oil field 120 km off the north westcoast of Abu Dhabi. Completion is due bythe end of 2016.Two contracts worth a total of US$711

million related to the development of theonshore Bab oil field 150km south west ofAbu Dhabi city. Both projects, whichinvolved installing pipelines, powertransmission lines, modifying existingcompressor stations and installing newfacilities are essentially complete.

Maximising local execution is a priorityfor the Government, our clients andPetrofac; a factor which is integral to any ofour project execution plans, and not leastby building Abu Dhabi’s first world-classengineering training centre from scratch.Known as the ADNOCTraining Centre,the facility opened in 2015. In the words ofMarwan Chedid, Group Chief OperatingOfficer: “Abu Dhabi is an important base forPetrofac and ADNOC is one of our highlyimportant clients and we want to build onthe success we have achieved to date.”This success is seenmost vividly in the

huge UZ750 project taking place on whatis the second largest offshore field and thefourth largest oil field of any sort in theworld,covering 1,200 sq km and with 450 wells.It is, says George Salibi, RegionalManaging Director, “one of the singlelargest projects Petrofac has everundertaken – an onshore project doneoffshore.”Some of the facts and figures about this

massive venture are hard to grasp. It has,for example, involved the concurrentonshore fabrication in around 18 yardsworldwide (China, South Korea, Singaporeand Indonesia , Italy, Abu Dhabi, Dubai,Sharjah and Oman) of about 190 separatemodules weighing a total of 134,000

“Increasingly,we’reseenasa trustworthy,responsible andcommitted localcompany”O

VERLEAF:PHOTOGRAPHBYJU

RGENSACK/G

ETTYIM

AGES

AbuDhabi12 CC.indd 10 28/10/2016 16:03


tonnes and construction activities onfour offshore man-made islands. Thesemodules must be delivered according toa strict timetable, agreed in advance withthe customer (ZADCO) and dozens ofsub-contractors, to four artificial offshoreislands in the Zakum Field where space isat a premium. Themodules then must fitprecisely, be punch list free, and beinstalled smoothly. Precision planning,logistics support and flexibility is vital.“It’s the first time Petrofac has done this,”

says Salibi. “On the islands we live withdrilling and early hydrocarbon productionoperations that ensures an early revenuestream for our customer. Modularisedconstruction on this scale has involved achange of mindset for us. The constructionsequence on the islands dictateseverything. In the circumstances, whathas been achieved is amazing.”Take safety. At the peak of UZ750

fabrication some 14,000 workers wereinvolved worldwide including 8,000 in theyards and 5,000 on the offshore islands.Yet the project’s safety record has beenexemplary and set new internationalstandards. Some 70million man-hourshad been worked to mid-September.There has been no permanent injury topersonnel, and very fewminor incidents.

UZ750North islandwithits riser platform,drilling rig andancillaries in thebackground. Thepiperacks and localequipment room,as supplied byPetrofac, canbe seen in thebackground

AbuDhabi12 CC.indd 11 31/10/2016 11:38

UZ750Spar No. 8 beingtransported fromGulf PipingCompany’sfabrication yard tothe south island

INTERVIEWWITHMIGUELPAZOS,FABRICATIONDIRECTOR,UPPERZAKUMPROJECTUZ750

Howdid you get involvedwith theUpper Zakumdevelopment?Originally I joined Petrofac asDirector of Operations for itsOffshore Capital Projectsbusiness. However, oncefabrication activities began onUZ750, I was asked to join theteam as Fabrication Directorgiven the major challengesassociated with modularisedfabrication at a large numberof geographically dispersedyards that have diverseconstruction cultures.

Give us a sense of the scaleof the fabrication scopeon theUZ750projectIn rough numbers we’re talkingabout some 190modules andpackages being builtconcurrently by 16 fabricationsub-contractors in 18 differentsites. This equates to 134,000metric tonnes of constructionand represents more than35million direct man-hours onthe fabrication work alone.

What have been themainachievements to date?To the end of September 2016we have completed 115modules (100 delivered to theoffshore islands, 8 in transit and7 ready for load out) withbest-in-class safety recordsand high quality standards.Out of the total 43 millionfabrication man-hours workedto the end of September, ourTRIR (Total Recordable

Incident Rate) and LTIFR (LostTime Injury Frequency Rate)were 0.10 and 0.01 respectively.We also worked 36millionman-hours LTI-free.These statistics are not only

among some of the best in theGroup and the industry but areby far some of the best everachieved on projects within theZADCO organisation. Theother thing I’d highlight is thelevel and quality of completionof the modules delivered to theislands, which has allowed fora smooth installation andseamless hook-up betweenthemodules.That’s clear evidence of

good workmanship anddimensional control.

What’s your impressionofAbuDhabi?Even though the project isheadquartered here in AbuDhabi, in all honesty the paceand needs of this project don’tleave much time for anyinteraction here. My home isactually in Dubai and I get thereat weekends and spend time

with my family and listen toclassical music – a long-timepassion of mine.

Tell us a bit about yourbackground andhistorybeforePetrofacI was born and raised in Cuba.After school, I moved to theformer Soviet Union to attenduniversity, graduating from theKiev Polytechnic Universitywith an Honours Degree inMechanical Engineering andaMaster’s Degree inWeldingEngineering (Hon.). Beforejoining Petrofac, I worked forMcDermott International for10 years as General Manager(Country Manager) in Brazil,United Arab Emirates, Qatar,CIS Region (post-USSR) andMexico. Prior to that, I was thePresident andManagingDirector of Friede GoldmanCanada, operating an offshorefabrication facility and ashipyard. During that periodI became a Canadian citizen.

Subsequently you joinedPetrofac. Has this beena successfulmove fromyour point of view?Yes, it has. I do enjoy workingfor Petrofac tremendously,primarily because of theentrepreneurial approachthe company has to problem-solving, and also because ofthe industrious attitude there isin Petrofac towards deliveringon a project. It suits mypersonality.

“The industriousattitude thatthere is inPetrofac towardsdeliveringonaproject suitsmypersonality”


AbuDhabi12 CC.indd 12 28/10/2016 13:52


A progressive safety culture is critical toa successful work site and it provides thebasis for a strong safety performance.“The key has been to work with the

client and contractors – to keep us allclosely aligned, to meet the demands ofthe contracts, to learn from any incidentsthat do occur and spread the lessonslearned – and to invest in training,” saysSalibi. “Virtually all those working on theproject have received some skill orawareness training.”ZADCO (an Abu Dhabi National Oil

Company subsidiary that includesExxon-Mobil and the Japanese Oil DevelopmentCompany as shareholders) has beenpleased at the way Petrofac has givenhealth, safety and environmental issuessuch priority. The trickle-down impact onlocal fabrication yards has been profound.“I’m 100% sure that they have all improvedtheir safety standards and performance,”addsSalibi. “There’s been a sea-change –a tremendous amount of new thinking.”With UZ750 entering its final

construction phase, the engineering andprocurement stages have been completed.Immediately ahead is the completion offabrication, installation and hook up of themodules after which the upgraded field isset for a life span of at least 25 years.

At SARB the scale of Petrofac’scommitment under its EPIC contract hasbeen less than at UZ750 but the logisticalchallenges have been similar. “It’s been aremarkable job,” claims the project directorKhaled Salama. “We’ve dealt with 15 majorsub-contractors involving 6,000 workers– all bar one being local companies – andwe’ve worked 12 million man-hours withoutan LTI (Lost Time Incident). It’s a greatproject we’ve had with ADMA-OPCO (AbuDhabi Marine Operating Company) and ithas already led to an additional contract.It’s definitely been a good experience.”Once complete, the SARB field will add

100,000 barrels of crude oil a day from86 wells to global supplies. Drilling andaccommodation facilities have beenmanufactured and fitted on two artificialislands seven kilometres apart and 6.5metres above sea level. More than 55 kmof subsea cables have been put in placeand a 20-inch pipeline installed from theislands to processing facilities on ZirkuIsland 20 km away.Why artificial islands? According to

Salama: “The water depth in this part ofthe Gulf is quite shallow (13-22metres).Artificial islands eliminate the use ofoffshore rigs and provide more flexibilityand robustness.”

Inevitably on projects of this scale andcomplexity there have been short-termoperational issues often involvingdeadlines, commercial terms andcontractor relations. “It’s normal,” explainboth Salama and Salibi.“What’s important is that we have had

transparency in the relationships and apragmatic approach to solving challengesand learning from them.”Now, with the Abu Dhabi authorities

pressing to diversify the economy,Petrofac is seeking to widen its offer in theUAE. The Al Taweelah Alumina project,awarded by Emirates Global Aluminium toa Petrofac Emirates/Bechtel joint ventureinvolves the Engineering, Constructionand Project Management of a greenfieldalumina refinery. It is also stepping upefforts to offer concept studies andFEED (Front End Engineering & Design)services to the oil and gas sector.In the last three years, too, Petrofac

Emirates has increased its drive to employlocal residents. “We initiated a programmeof scholarships for local engineeringstudents, sent some students abroadto study, and have done a lot of goodtraining,” says Salama. “Increasingly,we’re seen as a trustworthy, responsibleand committed local company.”

SATAHALRAZBOOTSatellite imagery ofSARB3’s Northisland

AbuDhabi12 CC.indd 13 28/10/2016 09:06

14 |PetrofactsMay 2016

Barrels of oil a daywhen complete

100,000SATAHALRAZBOOT2 islandsonanoffshore oil field 120kmoff the coastdue to be completed late 2016

Man hours without an LTI

12million

Major subcontractors

15

To reach processing facilitieson Zirku Island, a 20-inchpipeline and subsea cableshave been laid totalling

55kmPetrofac’s original contract award forengineering, procurement, installationand commissioning contract

US$500million

Number ofwells

86

THEMAGICNUMBERSWhether quantifying people, construction or production, thenumbers involved in the twoAbuDhabi projects are staggering.DiagrambyNathalie Lees

Workers from 15majorsubcontractors

6,000

infographic_06.indd 14 28/10/2016 16:11

PetrofactsMay 2016 | 15

UZ7504 islandsintheUpper Zakumoil field, 80kmoff thecoast due to be completedmid 2018

Petrofac’s share of the contract is now valued at

US$3.5billion

Barrels of oil a daywhen complete

750,000

Man-hoursworked tomid-September 2016

70million

Weight of 190modules

134,000tonnes

Man-hourswithoutan LTI up to the end ofSeptember 2016

33million

Oneof the largest offshoreoil fields in theworld. Numberofwells that could be drilled

450

Number of sitesworldwide involved inconcurrent onshorefabrication

18

Workerson islands

4,500Workers in fabricationyardsworldwide

8,000

infographic_06.indd 15 28/10/2016 16:11


BIGPICTUREACROSSTHEGREATDIVIDE

At first glance this shipseems to bemissing itsentire centre section.However, theBlackMarlin isa semi-submersibleHeavyLift Vessel (HLV), whosedeck can be lowered belowthewater’s surface so thatits cargo can be floated onand off. In this case, it iscarrying twoof themainsubstations,which are on

board their cargo bargesfor theUpper ZakumFieldDevelopment project.This process began in

BOMSEC’s yard in Tianjin,China,where a total offive buildings have beenconstructed for the project.The two substationswereloaded out onto cargobarges and towedby tug toan anchorage pointwhere

The Big Picture02.indd 16 28/10/2016 16:07

PetrofactsMay 2016 | 17

theBlackMarlinwaswaiting. Once at theanchorage point theBlackMarlin’s ballast tanks areflooded, lowering its deckbelow thewater so thatthe cargo barges carryingthese buildings can befloated on board. Thewater is then deballastedand the deck rises tosupport the load.

TheBlackMarlin thensails fromChina to ananchorage point offshoreAbuDhabiwhere thebarges are offloaded andtowed to their respectiveNorth andSouth islands,80 kmoff the coast ofAbuDhabi. Transportingthe substations in thisway reduces both thetransit time and the risk

of anyweather impact.Themain substations are

critical for the success ofthe project. They house thepower distribution gas andair insulated switchgear,an uninterrupted powersupply unit, a state of theart electricalmonitoringsystem, all ofwhich plays anessential part in distributingpower across the islands.

These systemshavesufficient back-up in placeto ensure that they canstill function in the eventof a power outage.Petrofacwas awarded

a contract byZADCO forthe development of thisoffshore oil field, wherespace is limited andlogistical ingenuity isrequired (see p8).

The Big Picture02.indd 17 28/10/2016 16:07


WIND’SDIRECTION

TURNINGINTHE

It’s one of the largest offshore projects underconstruction in the UAE – and it’s also a giantdemonstration of Petrofac’s diversificationfrom oil and gas into renewable energy.RupertWright reports on the building of BorWin3.Photographs byChristophe Viseux

Balagopal NairProject QualityManager (E&P)His team reviewsinspection and testplans, andmakessure that goodsaremanufacturedto the correctspecifications

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drydocks07.indd 19 28/10/2016 11:56


drydocks07.indd 20 28/10/2016 11:56


In DrydocksWorld, Dubai, the MiddleEast’s liveliest city on the edge of a dustydesert, a platform is taking shape that willbe shipped to the North Sea, one of thecoldest andmost inhospitable places inEurope. More than 1,500 workers areengaged in the construction of theBorWin3 gamma platform at the DrydocksWorld site, which extends across animpressive 10 square kilometres. Such isthe scale of the site that many of the staffuse bicycles to get around, even thoughtemperatures nudge close to 50°C in thesummer. This will be the platform’s lastexposure to such temperature and aridity,for once in place it will be dealing withwind, driving rain and relentless wetweather. But the reward will be deliveringrenewable power to more than onemillionGerman homes.Germany is aiming to generate 80% of

all energy from renewable sources by2050, and offshore wind farms play a keyrole in this transition. This project beganwhen TenneT, the German-Dutchtransmission grid operator, awarded acontract to Petrofac, together withSiemens, to build a 900-megawatt directcurrent grid connection system nearly130 kilometres off the German coast, at awater depth of approximately 40metres.When completed, this will be one of theworld’s heaviest and largest high-voltagedirect current platforms, with the topsidesix storeys high, weighing in at 20,000tonnes and about the size of half a footballpitch. The scale of the construction hasbrought challenges to everybody involved.“You could say it’s like a classic oil and

gas platform structure but instead has aheavy transformer inside,” says FrancisJoseph, a senior project engineer atPetrofac who joined at the beginning ofconstruction two years ago. “It’s like anelectric car, with batteries inside ratherthan a petrol engine.”

BorWin3 is a highvoltage direct current(HDVC) link underconstruction to transmitoffshorewind power tothe power grid of theGermanmainland.The BorWin gamma

platformwill be installednearly 130 kilometres offthe German coast in theNorth Sea, at awaterdepth of approximately40metres, and isscheduled to go onlinein 2019.When operational, the

platformwill house aSiemensHVDC station

thatwill convert thealternating currentproduced by thewindturbines to direct currentbefore transmitting itonshore to theGermannational grid, fromwhere it will supplymore than onemillionGerman householdswithclean electricity fromwind power.Petrofac, in a

consortiumwithSiemens,has full responsibilityfor the engineering,procurement,construction and offshoreinstallation of the

platform in theGermanNorth Sea.MarwanChedid,

Chief OperatingOfficer,said at the time ofannouncing the awardof the project: “We aredelighted to be partneringwith Siemens on thissignificant contract,which deepens arelationshipwith animportant customerand allows us to utiliseour vast experienceof operating in theNorth Sea anddelivering large-scale,complex projects.”

Rakesh PuranikSenior ContractEngineerChargedwithliaising to ensurethat any risk iscascaded andmitigated equallyamong all thepartners inthe project

Francis JosephSenior ProjectEngineerExplains Petrofac’sconcepts andengineeringdesigns toDDW’sworkforce,which is buildingthe platform

BRINGINGHOMEOFFSHOREWIND

drydocks07.indd 21 31/10/2016 11:39


Francis’ job has been to take Petrofac’sconcepts and engineering designs andexplain them to DDW’s workforce, which isbuilding the converter platform. The projectwas split into three phases: initial conceptphase, followed by basic designs and finallythe detailed engineering phase. The firstmilestone was the cutting of the steel,which took place in September last year.“In 30 years of being involved in offshore

construction this is the most intricateoperation I’ve worked on,” says RaffaeleDistasi, a senior HSEmanager at Petrofac.“It is like we are building a giant egg box.There will be a lot of sophisticatedequipment inside, so we have to be surethat we keep these contents safe. This hasmeant being very clever with the design,to create a robust chassis that also allowsfor flex.”One of the challenges from a HSE point

of view is that before the chassis was evenbegun a 9-metre subframe was erected.“We are working at height from the outset,”says Raffaele. “And in a confined space.This wouldn’t normally happen until monthsinto fabrication.”Another challenge has been the sheer

scale of the panels. “It is all about lifting veryheavy objects, which are also quitedelicate, like paper. If you don’t lift at theright point it can crumple.”The fabrication and construction of the

platformwill not be complete for another18 months or so. “This is one of the singlebiggest offshore projects in the UAE atthe moment,” says Richard Taylor, projectmanager of fabrication at Petrofac.“It is important to the renewable industry,but also important to Petrofac becauseit shows we can diversify from just oiland gas projects. And from a personalperspective, it’s the single biggest projectI’ve ever been involved in.”Everything is on a massive scale.

The finished platformwill weigh as much

Lisa DiabDeliveryManagerWith a teamof 10project engineers,has to keep tabson the delivery of110 different utilitypackages

Richard TaylorProjectManager,FabricationWill continuemanagingfabrication for afurther 18months,on one of the singlebiggest projectscurrently in the UAE

Raffaele DistasiSenior HSEManagerOvercoming thechallenges ofworking onconstruction,at height and ina confined space,from the outset

drydocks07.indd 22 28/10/2016 11:57


drydocks07.indd 23 28/10/2016 16:24


drydocks07.indd 24 28/10/2016 11:58


as 12,000 saloon cars. The sequencingof work has had to be very precise, whilein space requirements alone nearly5 km sq – half of the DryDocks’ area – hasbeen taken up by the project. BalagopalNair, project quality manager, engineeringand procurement, has been involved sincethe outset. His teamworks with vendorsworldwide, reviews the inspection and testplans andmakes sure the goods aremanufactured to the correctspecifications. They review vendorsubmissions, approve the documentationand set key inspection stages to ensureeverything conforms. They also set cleartimes for inspection, which are carried outby third parties such as Lloyd’s Registerand Bureau Veritas, and are often attendedby client inspectors.“We use a lot of pipes, steel plates and

sections,” says Balagopal, “and we submitthis bulk material to a final inspection.”However, more complex items such ascompressors and pumps, based on thecriticality and complexity of the equipment,go throughmore stages of inspection.A project such as this is often more

complex than onemight initially suppose.For example, unless theproject is approvedby the The Bundesamt für Seeschifffahrtund Hydrographie (BSH), Germany’sFederal Maritime and Hydrographicagency, TenneT can reject the platformeven after it has been erected in the NorthSea. It becomes evenmore complex bythe fact that any changes in requirementsthat are amended after the award of thecontract still have to be complied with.Rakesh Puranik is the senior contract

engineer charged with liaising almost on adaily basis between TenneT and Siemensto ensure that any risk is cascaded andmitigated equally among all the partnersin the project, including on occasionsthe subcontractors.“It is a very unique contract,” says

Rakesh. “For a start many of the termsand conditions are driven by technology.In addition, any amendments to the BSHstandards will invariably impact ourprogress. Amendments do happen, whichcould impact design and subsequentactivities, and which will also impact ourassociated contractors, so we need to beaware of them and keep everyone up tospeed on any changes.”For Manfred Reinsch, TenneT’s site

manager, the success of the project todate has been the collaborative approachof all the parties. “There has been a lot ofeffort from everybody involved, fromPetrofac, Siemens, DrydocksWorld andourselves to make it a team effort,” he says.“There is a constant exchange ofinformation on a daily basis. It’s been veryconstructive and there has been a lot ofrespect and tolerance on all sides.”Specifically on Petrofac’s contribution,

Manfred emphasises the approach of itspeople. “The effort spent by Petrofac ondesign and auxiliary equipment is not to beunderestimated. There are a lot of peopleinvolved andmany challenges, butPetrofac is really putting in a lot of effortto build a good and reliable topside.”Among these Petrofac people is Lisa

Diab, a delivery manager, who runs a teamin charge of delivery management, making

sure that the right material turns up at theright time. “I would say we are in charge ofinterface management,” she says. “Talkingto the client, the engineers, the buyers, thevendors, the fabrication teamand theprojectmanagement to ensure that everythingneeded for construction is available.”Working with a team of 10 project

engineers, she has to keep tabs on 110different packages, which includestructural steel, pipes, generators, vesselcompressors, and pumps and other utilitypackages. This is a fairly unique project forPetrofac, and one of the biggest platformswe’ve yet designed. And because of thespecific nature of the project, all this had tobe specially designed andmanufacturedto comply with European and Germancodes and standards.“There was a strong element of local

content, that is fromGermany,” says Lisa.“This is not the first platform that the clienthas built and it wants to minimise operationandmaintenance costs. About 80%wasmanufactured in Germany, about 15% inother parts of Europe and finally 5%wasmanufactured in the UAE, mainly thesteel piping. It’s been a really interestingand exciting project to be involved inbecause of the challenging nature ofthe project.”Anujkumar Mishra, a senior planning

engineer, has been involved in the projecteven before it was won, having joinedPetrofac and immediately worked on theteam developing the bid back in 2012.“It has been a challenge, but a very

satisfying one,” he says. “We discoveredthat the level of monitoring required wasvery different to what we were used to intraditional oil and gas projects. Therenewable energy sector requires morescrutiny and legislation. Once we adjustedto that and aligned ourselves to the clientrequirements, and got used to the Germanlanguage, it has all worked perfectly.”

AnujkumarMishraSenior PlanningEngineerHas been on theproject since beforeit waswon, workingon the teamdeveloping the bidback in 2012

Manfred ReinschSiteManager,TenneTWorking for theGerman-Dutchtransmissiongrid operator,who awardedthe contract toPetrofac togetherwith Siemens

“Therearea lot ofpeople involvedandmanychallenges,butPetrofac is reallyputting in a lot of efforttobuild agoodandreliable topside.”

drydocks07.indd 25 02/11/2016 10:19


Where We Work04.indd 26 28/10/2016 16:19


WHEREWEWORKPASSINGTHROUGHForcenturies, the famouswell at HassiMessaoudprovided awelcomeoasisin themidst of the dry,sandyAlgerian desertsthat flank it. And the town’sstatus as a strategicstopover base has enduredto the present day – albeitfor a different reason.Hassi is an importantgateway to themany oilfields that pepper thesurrounding region.Today, the town servesas a staging post for thethousands of oil and gasworkerswhopass throughit every year on theirwayto and fromdifferentprojects – a town thatbookends eachworker’stime on a project.

ManyPetrofacworkerspass throughHassi on theirway to or from the threemajor projectswe areworking on in the region:the In SalahSouthernFieldsDevelopment, Alrar,and theRegganeNorthDevelopment. Hassi is alsohome to one of our trainingcentres,where since 2010more than800peoplehave graduated, havinglearnt the skills they needin order towork in the oiland gas industry.

Football is arguablyAlgeria’smost popularsport, and somethingthat brings together thehundreds ofworkerswhopass through ourHassibase everymonth,regardless of the companyor country they are from.Needless to say, theHassirecreation room is neverempty onmatch day!Photograph byArnhel de Serra

Where We Work04.indd 27 28/10/2016 16:20

28 |PetrofactsNovember 2016282828282828282828282828282828282828 |PePePePePePePePePePePePePePePePePePePePePePePePePetrotrofacfactstststststststststststststststststststsNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovNovembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembembererererererererererererererererer 2012012012012012012012012012012012012012012012016

The shifting nature of the hydrocarbonsmarket brings a headymix ofboth challenges and opportunities to everyone in the sector – not least,thewell engineerswhowork across the life cycle of any oil and gas field.Petrofacts looks at how ourwell engineers are supporting clients atopposite ends of thewell engineering spectrum

WELLENGINEEREDSOLUTIONS

Well engineering_08 CC.indd 28 28/10/2016 16:26


When we work in mature oil andgas basins there are two keyissues that our well engineering

teams frequently address”, says AlexMacdonald, who leads Petrofac’s WellEngineering business. “We support newbeginnings; helping our clients, oftensmaller, independent oil and gas operators,to explore and cost-effectively developnew reserves. But our involvement canalso signal the beginning of the end aswe enable our clients to prepare fordecommissioning by plugging andabandoning the wells leaving them safeand secure for the future.”The termwell engineering covers far

more than the physical toil of sinkingand sealing a hole in the ground. Instead,it extends to everything from the initialfeasibility studies; through decisions ondesign and engineering; resourcing andproject management; to the completion ofthe well, handover to the production teamsand the eventual abandonment.The work of the well engineer has

always been important. After all, drillingtends to be one of the largest single areasof cost in an asset’s life cycle and thequality of well engineering has a directimpact on the overall operationalperformance of any oil and gas field.So, in challenging times, a well engineer –perhapsmore so than anyone else in theindustry – is expected to think outside ofthe box, look to new efficiencies andsuggest alternative solutions.It is in this area that Petrofac continues

to demonstrate its ability to workseamlessly across the life cycle of oil andgas developments and assets.At the early stages of the life cycle,

Petrofac can work closely with clients toexplore and appraise their assets. And thisis where the Group is currently supportingHurricane Energy, a new generation oilcompany that exists to discover, appraiseand develop oil from a particular type ofgeology – ‘fractured basement’ reservoirs.

The faults found infractured basementreservoirs arecreated overmillions of years oftectonic activity.Here a horizontalwell crossesbasement faults inWest of Shetland.Images courtesy ofHurricane Energy



Unlike sandstone reservoirs, which holdhydrocarbons in the pore spaces betweenthe sand granules, fractured basementreservoirs are primarily composed ofgranite and the oil is found in the fracturesand fault zones within it.The basement rockWest of Shetland

has been formed over 2.3 billion years oftectonic activity, so it is highly fracturedand, as a consequence, has the potentialto hold significant volumes of oil. Hurricanewas established in 2005 to acquireacreage and exploit basement reservoirsin the UKCS. The company has since beenprogressively securing investment,

WORLDWIDEWELLS

Besides its operations in theUKCS, the Petrofac wellengineering teams are activeworldwide. Examples of currentassignments include:AbuDhabi Providing wellengineering support to Bunduqfor a particularly deep offshoreexploration wellAustraliaDesigning anexploration well and anappraisal well, and managingthe decommissioning of twoexisting wells for Cal EnergyCameroon Providing fullproject management for twogas wells for Gaz du CamerounJapanAdvising JOGMECon the safe and efficientabandonment of a problematiconshore well

NewZealandHavingcompleted a feasibility study forOMV on the use of coiled tubingdrilling on a small offshoreplatform, the teams are movingforward on the detailed design.Meanwhile, Petrofac is workingwith most of the country’soperators on well examinationassignments for both existingand future wellsOman Providing engineeringand consultancy support toMasirah Oil for an offshoreexploration wellQatarUndertaking a rootcause analysis study for QatarPetroleumDevelopmentCompany for a recentcompletion failure at anoffshore well.

verifying the scale of the resources andvalidating its model for basementexploration, appraisal and futuredevelopment. As a result, Hurricane hasmade two of the largest recent discoveriesin the UKCS on the Lancaster andWhirlwind fields, each in excess of 200million barrels of recoverable resources.

Skilled operatorsWhen it comes to wells, Hurricane focuseson retaining key subsurface skills in-houseand works with trusted specialist suppliersto deliver its exploration, appraisal anddevelopment activities. Putting this lean

operating model into practice, thecompany initially appointed Petrofac asits well management contractor. As partof this initial contract scope, Petrofacdelivered the very first one-kilometrehorizontal basement well in the UKCSin 2014. Two years later, the Group wasundertaking the broader role of WellOperator for the Lancaster andWhirlwinddiscoveries and the Lincoln prospect.This demonstrates the strength ofrelationship the companies have built inpursuit of effective, integrated operations.Petrofac’s first task asWell Operator, wasto complete a pilot well in the Lancaster

Petrofac’sexperience runsfrom appraisaland development(left) throughoperation itself tofinal abandonment(opposite)



WELLMANAGEDWELLS

One of several things thatsets the Petrofac wellmanagement teams apart isthat they have developed theirown proprietary web-basedsoftware package – calledWellAtlas®.

WellAtlas® provides anintegrated way to plan andmanage all well operationsthroughout their life cycle.It brings greater efficiency andconsistency to Petrofac, offersan up-to-the-minute view of the

status of all the different wellprojects around the world, andallows for lessons to be learntand shared across the Group.

“It is the only piece ofsoftware we are aware of whichcan follow a well from planningto abandonment. As well asusing it within Petrofac we sellit commercially. Clients like ita lot, and I know of somewho use it for their everydayreporting and governance,”says Alex.

field. This enabled Hurricane to confirmthe scale of the asset (at significantly morethan the previously reported 200millionbarrels), the quality of the oil and thecharacteristics of the reservoir. The wellwas permanently abandoned and thenside-tracked to form the field’s second onekilometre horizontal basement well – bothof these horizontal wells are designed toact as future producers during the initialPhase of the Lancaster Field or EarlyProduction System (EPS).“Handing over control of your well

operations is a significant step for anycompany and not one taken lightly,” saysNeil Platt, Chief Operations Officer atHurricane. “Having worked with Petrofacsince 2013, we have built confidence intheir team’s ability to deliver and manageour wells in line with our safety andenvironmental policies. This isdemonstrated by the team’s integratedservice approach, supported by robustbusiness systems and processes anda highly skilled, competent workforce.”

Solution providersAlthough challenging market conditionsput pressure on the industry, Hurricanehas been able to use this to its advantage.For example, supported by Petrofac, it wasable to secure the services of a highlysophisticated drilling rig – the TransoceanSpitsbergen – that, in normalcircumstances, might not have beenaffordable or available for this type ofdrilling campaign. The size, powerand capability of this sixth generationsemi-submersible rig means that,should it be required, drilling couldcontinue in theWest of Shetland throughthe winter months.Following completion of the most recent

horizontal well, the next task for Hurricaneis to progress with its EPS for theLancaster field and also to continue toexplore and appraise its other assets,including the nearby Lincoln prospect and

than a jack-up rig, and partly by tightlyintegrating the well engineering tasks withthe removal tasks.“We had a solution in mind. Then,

through the tendering process, we askedthemarket ‘Is it the right solution?’ and‘Do the reduced costs justify the increasedrisks?’ Petrofac stood out in the quality ofits response. The team put in the work andreassured us that this was indeed the rightsolution,” Ian continues. As a result, TullowOil is estimated to have saved someUS$2.5m compared with traditionalapproaches.Alex Macdonald believes that this

solution-led approach is what anincreasing number of clients are expecting.“In the past, a client would think throughexactly what they want you to do, then askyou the price for doing it. Today, theirapproach is different and they ask ‘OK, youare the specialists. Howwould you do this?What more can you bring to the party?And howmuch of the risk are you willing totake?’ This is muchmore demanding, butreally plays to the strengths of a companylike Petrofac.”

Trusted partnersAs the industry adapts to the changingeconomic realities, Alex anticipates thatmore operators will want to outsource theirwell engineering, well project managementandWell Operator requirements. He said:“Almost everywhere, we are seeingclients develop lean operating models.By focusing on their core expertise andturning to trusted partners for everythingelse, they can benefit from hugely reducedoperating costs. The UKCSmay beleading the way, but Norway is headingthe sameway, and every mature basinworldwide is following a similar trajectory.”Given Petrofac’s credentials, and its

work at either end of an asset’s life cycle,well engineering is yet another area wherethe Group aims to bring an integrated anddifferentiated service to its clients.

theWhirlwind discovery. And, with awell-established partnership in place forthe next three years, it looks likely thatPetrofac will remain very much part of theHurricane journey.Meanwhile, at the opposite end of the

life cycle spectrum, Petrofac has also beensupporting another key client, TullowOil,with decommissioning activities forthe Horne andWren asset in the SouthernNorth sea, where Petrofac is also DutyHolder.Here the circumstances are very different

as Ian Manners, Project Manager at TullowOil, explains: “As an oil exploration andproduction company, decommissioningactivity is not really where we want to focus.But of course, for assets in the late lifephase, it has to be done and to a veryhigh standard.”So, in decommissioning the Horne and

Wren asset in its Thames Area Complex,TullowOil was looking for solutions. Thecompany had some ideas of how to get thejob done quickly and cost-effectively, butwanted to engage specialist support tovalidate those ideas andmitigate theassociated risks.The requirement was to clear out the

hydrocarbons, plug and abandon the wells,remove the platforms and infrastructureand clear everything up in their wake. Andthe big idea was to break with convention– partly by using a jack-up lift barge rather

Workingwith TullowOil in the North Sea.Image courtesy of TullowOil



Have you ever tried to sum up a personin a single word?It can be a useful exercise at corporate

team-building exercises. It can also makefor an amusing after-dinner parlour game.And it is usually an interesting challenge.But, try it with Petrofac’s Managing Director

of Technical Services, E S Sathyanarayanan(universally known as Sathy), and it becomesa near-impossible task.This is someone who comes across as

engaging yet business-like, he is serious yetvery funny, he holds strong opinions butremains open-minded, his company canbe challenging but he always remains warmand, on practically any subject, he appearsimpassioned yet measured. In fact, Sathyseems to embody any number of qualities –all at the same time.But, thinking back over our interview, one

theme that does keep coming up is ‘balance’.It is a word Sathy uses often in

conversation. It also seems to infect hisworld-view, the way he approaches his work,the qualities he nurtures in his teams, and howhe leads his everyday life.So, what is this sense of balance?Where

does it come from? And how does it play outacross Petrofac’s Technical Servicesoperation?Before we get into details, it is worth

quickly reviewing Sathy’s role within Petrofac,and the way the Technical Services teamscreate value for the company.Joining Petrofac as a humble design

engineer way back in the last century (1997 tobe precise), he gradually moved into projectexecution, worked his way up the projectmanagement chain of command and, asHead of Country Operations, establishedPetrofac’s operations in Iraq. By 2013, he washeading up the Technical Services function inSharjah. Then, with the re-shaping of thePetrofac Group in 2016, he assumedresponsibility for a total of 3,000 engineers,designers and support staff, based acrossthe engineering and technical supportcentres in Sharjah (where Sathy himselfis still based), Mumbai, Delhi and Chennai.For every Petrofac project, his teams

provide the underlying design andengineering input, which enables all of thedifferent components of the project to beprocured and the construction to take place.

He’s responsible for3,000 engineers,at the heart of everyPetrofac project – butPeter Halliday findsthat theworld ofE SSathyanarayanangoesway beyondthe drawing boards.Photograph byCelia Peterson

BALANCINGACT

ES Sathy_04.indd 32 28/10/2016 10:07


ES Sathy_04.indd 33 28/10/2016 10:07


Their contribution cuts across everyphase of a project, from the initial conceptsthrough to completion. And, ultimately,the quality of their work determines thesafety and operability of the finished plant.As an in-house resource, dedicated

solely to Petrofac projects, which is foreverlearning and feeding its experience backinto future projects, the Technical Servicesteams are a differentiator for the business.As Sathy puts it, “Value-wise our work isworth around 4% of the total entire costof a project. But we play amajor roleacross the 96%.”As a technical function, dealing

exclusively with oil and gas projects, forwhich clients demand tried-and-trustedsolutions, there is always a danger thatthe approach could become formulaic.And, this is where Sathy’s enthusiasm forbalance starts to become apparent.“From an engineering perspective, every

oil and gas plant is quite similar. The samedesign principles always apply, and clientsprefer well-proven technologies. Even so,every project tends to be very different,and the biggest differences are rooted inthe geography,” Sathy explains.That is partly about the climate (for

example, a plant that needs to withstandtemperatures of -40°C is different fromone where +40°C is the norm). It is partlyabout the location, including itsaccessibility and terrain (which canpresent very different logisticalchallenges). But it is also about thelocal culture (which will often determinethe behaviours andmotivations of theonsite teams).By way of example, Sathy discusses his

time in Iraq, delivering complex projects invery challenging circumstances. “Duringturbulent times, people have differentpriorities and concerns. But, despite theissues they may be facing in their everydaylives, they will tend to remain proud of theircountry and its cultural heritage.“A core part of the Petrofac story is local

delivery,” continues Sathy. “So thecompany needs to be sensitive to thesocial and economic context. We needto understand the local dos and don’ts.And, as an absolute minimum, we need torespect the don’ts.”

Taking this broad and balanced viewis something that Sathy does habitually.In particular, he is an avid reader (at thetime of our interview, he was findinginspiration from ‘The Art of ThinkingClearly’ by Rolf Dobelli, and he citesMalcolmGladwell’s ‘Outliers’ as hisfavourite book). He also looks for parallelsfrom other industries (how, for example,do airlines meet safety and customerservice demands with such a small flightcrew?). And this feeds right through intothe way he relates to his teams.So, for example, when a design team is

discussing lighting solutions for a currentproject, he may lead them on animpromptu walkabout through the localneighbourhood to look at the nearby streetlighting, just to see if any useful lessonscan be drawn. Similarly, he discusses theway that designers and engineers candraw inspiration from nature – like theway the creators of the Beijing NationalStadium, known as the birds’ nest, drewmany of its engineering and ventilationconcepts from real-life birds’ nests.But, again, balance is important. In the

oil and gas industry, clients are lookingfor certainty. Innovations are generallyincremental and well-proven rather thandisruptive and cutting-edge.As youmay expect, the sense of

balance also flows through to Sathy’snon-work life.The day starts with an hour in the gym,

something he describes as “mandatory”,followed by a healthy South Indianbreakfast. On alternate evenings thereis always an hour of Yoga. A brisk,four-kilometre walk through the Sharjahstreets is also a common occurrence.Despite the fact that family life is

clearly a priority for him, Perofac’s globaloperations can often keep Sathy busyoutside of office hours (“In the kingdomof gadgets, the sun never sets”). He istherefore quick to emphasise that hislifestyle is only made possible by thesupport of his wife, who also trained as anengineer, but chose to support Sathy inpursuing his career ambitions. “She is thebackbone of my career and takes care ofevery last thing on the home and familyfront. So I am very thankful for her”.

“Riskmanagementis a scienceand, likeanyscience, it canget verycomplicated.Myapproach is tokeep it simpleandunderstandable”

Sathy hosting a sitevisit with Petrofac’sboard of directors(above) anden route to Badrain Iraq (below)

ES Sathy_04.indd 34 28/10/2016 14:26


and acceptable in a task force environment,as long as they maintain their due diligence.”Turning to the qualities he admires

in his team, the characteristics of a greatengineer, and any advice for aspiringengineers, Sathy gives us a typicallythoughtful response.“Today, drawing boards have been

replaced by computers, and 3Dmodellinghas brought more speed and certainty toengineers. But the level of automation nowavailable can sometimesmake uscomplacent, and can even cause us tooverlook the basics.“A good engineer is strongly grounded

in the technical fundamentals. And thisis complemented by strong soft skills,an awareness of the social and economicenvironment, and the agility to adaptaccordingly.“But balance is always critical. The cake

and the icing on the top need to be bondedtightly together. It is unhealthy and evendangerous to combine strong soft skillswith poor technical skills.”There’s that word again…

speculative meeting and landed a job offerjust two days later. “I moved fromwhat hadbecome a well-established company toa start-up culture. We worked from therooms of three apartments, packed withengineers. And, as Petrofac grew, so didthe opportunities.”Sathy insists that, even though Petrofac

is now amuch bigger company, it hasretained its entrepreneurial, problem-solving spirit, as well as the opportunitiesfor personal growth and development.“We have always been a project-centricorganisation. Whatever else may behappening, the project is always thepriority. And the project manager takesfull responsibility for every aspect of theexecution, just like the conductor ofa philharmonic orchestra. And this isone way Petrofac maintains itsentrepreneurship.“The designers and engineers in the

technical centres see themselves as verymuch part of the project team,” Sathycontinues. “Often, their loyalty is tooperations, and this is completely normal

Sathy on sitewithteammembersat a gas gatheringstation

The enthusiasm for balance can betraced right back to Sathy’s upbringingin Chennai.He was raised among a family of

teachers and professors, for whomeducation was the priority. His late mother,for example, was a school principal whoworked tirelessly, became amentor formany of her students, and receivedmuchpublic recognition for her public serviceethos, including the covetedCommonwealth Education Award.Meanwhile his school delivered on itscommitment to a well-rounded education,and was the ideal grounding for hissubsequent studies at Chennai’s Collegeof Engineering, Guindy.After graduating, he joined a fledgling

engineering firm, again in Chennai, grewwith the company and travelled with it toOman. Then, looking for a new challenge,Sathy heard that an ambitious youngcompany called Petrofac was in town,looking for designers. Wondering whetherthey might also be persuaded to take onsome engineers, he managed to set up a

ES Sathy_04.indd 35 28/10/2016 10:07


MasterMariner in chargeMark Jubb reports on themassive FPF-1 productionvessel’s journey fromGdansk to the North Sea

STEADYASSHEGOES

FPF-1 revisedlnomap05.indd 36 28/10/2016 10:22




If you have never before set eyes on one,a floating production vessel can be animpressive sight.Longer than the wing span of a jumbo

jet, about the same height as a 10-storeybuilding and the equivalent weight of morethan 2,500 elephants, the FPF-1 has beenundergoing an upgrade at the Remontowashipyard in Gdansk, Poland for the pastfour years.These huge structures are seldom

moved but, when they are, it is an intense,well-planned exercise.Following the upgrade programme, the

FPF-1 was nearly ready to begin its 728mile journey fromGdansk to the GreaterStella Area of the Central North Sea.This mammoth trip involved precise

manoeuvring, first to get the FPF-1 out ofthe tight confines of the busy Gdanskshipyard.Then it must get through the twists and

turns of the Vistula River estuary beforethe vessel was led safely into the Baltic seato be handed over to Ithaca Energy for itsonward voyage.Responsibility for this part of the

operation fell to long-timeMaster Mariner,Mark Jubb. Here, Mark documents theformidable task.

MARK’SDIARYFirst things firstIt’s the morning of Friday 15 July, theupgrade is complete and we’re ready totow the vessel out to sea. But it’s not quitethat simple.Prior to our journey we need to carry

out the necessary checks and balances,including an incline test to verify that thevessel will remain stable. In this case,as well as our own naval architects, theprocess requires specialist input from theoperators of Gdansk shipyard, and LloydsRegister, to witness and verify the results.We’ve already completed a risk

assessment, emptied all tanks, securedloose equipment and got the crew off thevessel. And, to be completely sure that thevessel is watertight, Lloyds Register hascompleted a full assessment of its integrityand issued a Certificate to Tow.We’re ready to move the FPF-1 from its

dock to a part of the harbour where thereis enough space and deep enough waterto induce the incline.

Hold steadyIt’s mid-morning and a total of four harbourtugs are working to move and hold thevessel steady, along with a spacer barge to

sit between it and the quayside. For the testitself, weights, in the form of ballast water,are being moved around inside to induce alist or incline. Nerves are running high: giventhe immense size of the FPF-1, the harbourmaster has allowed us only 48 hours tocomplete the process as we’re effectivelyblocking traffic from accessing the port.

Success!Despite a nail-biting 24-hour delay, we’vefinished the test. It’s Sunday 17 July andwe’re just within our allotted time. Asanticipated, the test induced amaximumincline of just 2°– success! With this criticalprocedure complete, we can return thevessel to its original dock and prepare forour onward voyage.

The big dayIt’s Thursday 21 July and sail away day hasarrived at last. The vessel has beenmanned,stored and bunkered with fuel and potablewater. Everything has been sea-fastenedandmade ready for the open ocean.And four sturdy towing lines, each with abreaking load of more than 400 tonnes,have been attached to its vast cornercolumns. Anticipation fills the air.Among those on board with me are

04:00Four harbour tugshave arrived and injust 45minuteswillbe successfullyhitched up to ourtowing lines.

07:00We’ve just arrivedat the other sideof the harbour atCzoloweQuay,the location of theearlier incline test.Here, the port sidewill be securedfor the removalof the temporaryfendering that hadbeen attached tothe side of thevessel during itstime in Gdansk.

12:00Five hours later,we’re gentlymovedaway from the quayand rotating 180°to allow for theremoval of thestarboard sidefendering.



14:30Our voyage isunderway. Thereis a real sense ofexcitement amongour crew of 61.

15:30We’re facing astrong headwind.Our planned voyagetime of five hours islikely to double…

16:30We’ve negotiatedthe Turn of FiveSirens (ZakrętPięciu Gwizdków),the first of the twotight bends in theVistula River. Theopen sea is in sight.

17:30Out at sea, we’vecharted a coursedue East towardsour initial anchoragepoint in theGulf ofGdansk, where finalcommissioningwilltake place.

20:00Help is at hand!Two bigger tugs,the Fairplay IX andFairplay XI, whichare due to keep usin positionwhenwearrive at our initialanchorage, havecome to our rescue.

23:45Weare finallyanchored sixmilesnorth of the Polishcoastline.

Captain Bielieski, Head Pilot of the Portof Gdansk, and two assistants, one to keepa close lookout on each side of the vessel.With as little as five metres clearance ateither side on some parts of this journey,their job is to make sure we remain wellwithin the narrow navigable channel of theVistula River estuary.There was a chance that, even at this

late stage, representatives from the PolishRegister of Shipping could have exercisedtheir right to come on board for inspection,slowing us down. They have a duty toinspect at least a quarter of the foreign flagtonnage that operates in their ports. But,thanks to the close working relationshipwe’ve developed throughout the upgradescope and intense liaison as the finalcertifications were issued, they haven’teven come on board.Our voyage gets underway with a

palpable sense of excitement among our61 crewmembers. Several have been withthe vessel ever since it was first acquiredby Petrofac and long before it arrived inGdansk, so have a deep sense of personalattachment to the project.We face a strongheadwind. Althoughwell

within safe limits, it means our anticipatedspeed of three knots is reduced to just one

knot – a whisker over onemile per hour.We aren’t going anywhere fast.But we successfully negotiate the two

tight bends in the Vistula River – puttingthe capabilities of Captain Bielieski and histeam to their toughest test of the day. Theopen sea is in sight and the mood is one ofrelief. We are one step closer to our goal.At last we reach the open sea.

But despite the new Easterly tow direction,the wind is still an issue, and the swell ishigher than expected. The tugs manage topush the speed up towards two knots (stillbarely walking pace), but with the harbourtugs at amaximum bollard pull of 50 tonnesthe sea height is proving difficult. Thebigger the waves, the harder their job is.Fortunately, help is at hand. Two bigger

tugs, which are due to keep us in positionwhen we arrived at our initial anchorage,have come to our rescue. With a maximumbollard pull of 90 tonnes, the tugs lead thetow, and complete the remaining twomilesquickly – cutting a valuable 90minutes offwhat has already been a very long journey.20 or so hours later, we are finally

positioned, six miles north of the Polishcoastline and 11 miles on from the start ofthe day’s journey. This is what we’ve beenworking towards.

The story doesn’t end thereThe two large tugs (with one secured tothe FPF-1’s starboard forward column andthe other secured to the port aft column)kept us in place at our initial anchorage fortwo weeks.During this time, final commissioning of

the asset’s systems and equipment wascompleted, including the sea water liftpumps, as well as fire and deluge systemtests and operational ballast tests.On 5 August, the final certification was

signed, and we were ready to hand theFPF-1 over to Ithaca Energy for the sea towfromGdansk to the Greater Stella Area,some 700miles away.A lot of people had worked very hard to

get us to that point. The crew breathed acollective sigh of relief – we had safely andsuccessfully delivered amajor milestone inthe FPF-1’s history.The vessel was then safely towed to

the field andmoored on location, signallingthe end of her epic Polish voyage.As the dynamic risers and umbilical

connecting the subsea infrastructure tothe vessel were installed and finalcommissioning work undertaken, theFPF-1 began an entirely new journey,with Petrofac as Duty Holder.



Petrofac’sMumbai office opened in 2003with 17employees; now the staff numbers aremore than 850.Petrofacts talks to two individuals about theirperspectives on the past decade there

BACKANDFORWARD

DOUBLEVISION

DNYANESHKAMATHSeniorManager andHead,HumanResources andOrganisationDevelopmentI joined theMumbai office in2006 and have seen a lotchange over the last 10 years.We’ve seen the best of timesand, with the industry downturnwe are currently experiencing,the worst of times. Now themindset here is to worktowards the bigger picture.That meansmovement frombeing responsible only to theMumbai office towardsPetrofac per se.Human Resources (HR) is

one of the most importantdepartments in any company.Weare responsible for employeeperformancemanagement,salary structures, employeemorale, defining culture andpolicies, addressing employeeissues and recruitment.When I joined Petrofac,

initially to work in recruitment,there was no HR departmentandnoconcept of organisationaldevelopment (OD). Both wereintroduced later on and haveworked well, but the industrydownturn nowmeans a lot offocus on organisationaleffectiveness (OE), onrole-specific competencies,high performers and highpotential, rather than OD.I enjoy developing the way

in which we nurture our newtrainees. Those enteringPetrofac are considered tobe the “diamonds” in theirparticular academy. I’ve beendeeply involved in thedevelopment of soft skills,in particular our “Campus toCorporate” module that helpstrainees transition from studentto becoming an engineeringprofessional. I also launched

our mentoring programme andour “buddy scheme” for trainees.People are not robots and

my own engineeringbackground helps me connectwith employees, most of whomare engineers. Engineeringprinciples are importantingredients to success forPetrofac, but basing humancapital strategies onengineering alone is a recipefor disaster. For excellence inHR, one needs to be a goodmotivator and decision makerand I need to think with both anengineer’s and an HR hat.Highlights of the last 10 years

include visits by Ayman AsfariandMaroun Semaan to theMumbai office; my own visits toPetrofac’s offices in Sharjah,Abu Dhabi, Woking andLondon, and our offices inChennai andDelhi; participatingin fundraising drives, includingmarathons and the Oxfam100-km trail walk; and being afinalist in the EVE ethicalcategory award in 2011. I havebeen the organiser andMasterOf Ceremonies for our annualParampara event for staff andfamilies, which helps build ourfamily atmosphere here.TheMumbai office’s

development over the lastdecade positions us to moveon to full engineering,procurement and construction(EPC) contract management.We have engineered complexprojects here, including theSohar Refinery projectunderway in Oman. In my view,we are ready to take the nextlogical step towards EPC.I have had 26 great years

working in engineering, HRandOD, and what started asa job has morphed into my life!It has been an adventurouslearning journey with manypaths still to explore.

12Doublevision_06.indd 40 28/10/2016 09:24


NILIMASAWANTSeniorDesign Engineer –Civil & StructuralI was very happy to be one of12 selected in 2005 to join thePetrofac training scheme forgraduate engineers. It was ahuge challenge for me, to comefresh out of university and intothe corporate environment.The office had about 200employees then, and I gotfantastic support from theoutset and a very effectiveinduction programme.Wewere small cogs in a big

company, eager to learn howthe organisation worked andhow decisions were made.A lot of projects were ongoingand people were busy, so astrainees, it was sometimesdifficult to really be able tounderstand the company.But we accepted theresponsibilities andassignments that were givento us, and the seniors guidedus and helped us accomplishour tasks.My first project was the big

Kashagan oilfield inKazakhstan for which Petrofachad the onshore facilitiesengineering and procurementcontract. It was among thevery first projects to beengineered fromMumbai,and I worked with my seniorshelping to make documentsand check drawings.I learnt so much in that first

year. Other projects I’veworked on include Harweel,ADCO-Asab, Ebla and LFHO(proposal). Mymost recentassignment was asunderground design engineeron the Khazzan project inOman, where Petrofac is theEPC contractor for the centralprocessing facility. I am

currently working on proposalsfor upcoming projects.We celebrate lot of festivals

and hold other social andcharity events here in theMumbai office. I particularlyenjoyed taking part in ourrecent tree-planting event atthe Sanjay Gandhi NationalPark. Thirty employees andfamily members planted thefirst 100 of 800 saplings, aspart of our annual EnvironmentMonth initiative to work tosafeguard and improve theenvironment.TheMumbai office lives by

the Petrofac Values every day;

we breathe “Safe”, “Quality andCost-conscious” and “Driven toDeliver”. Entries fromMumbaihave won or reached the finalsat each EVE Awards sincetheir inception. In 2015, Mumbaiwon the “Quality and CostConscious” category,recognising the efforts anddedication of the Mumbaioffice in delivering costeffective designs.I’m proud of working on

many different projects thathave challengedme andallowedme to prove myself.From starting out as agraduate, I feel as if I have

grown up at Petrofac and reallyachievedmany things. After 10years, half of the graduateswho joined along with me arestill here at Petrofac and wehave been given increasedresponsibilities over our timespent here. I hope to get moreopportunities to enhancemytechnical abilities andknowledge in the design ofunderground services.With the experience I have

built up, I feel I will be ready tostart leading projects forunderground facilities andthat’s the direction I would likemy future to take.

12Doublevision_06.indd 41 28/10/2016 09:25

42 |Petrofacts June 2014

I_Always_Carry_04 CC.indd 42 28/10/2016 10:58

Petrofacts June 2014 |43

If you have an itemwhich you take to work every day, which says something about youand your work, let us know, at [email protected]

I ALWAYSCARRY…MYLEATHERSATCHEL

When he left Canada 25 years ago,Ian Beck, nowHead of SubsurfaceAssurance for IES, travelledwiththis bag – and it’s been travellingwith him ever since.Photograph by Ed Park

Back in 1991, I was working in Calgary,when I was offered the opportunity of atwo-year posting to the UK. I had a verygood relationship with my boss over thereand, at my leaving drinks, he presentedmewith a bag as a going-away present. Andthen the next day he came to me and saidthat he’d spotted a nicer one, and could hegive me that instead? So I gave the firstone back; this satchel made by Bree, aGerman company, was the bag I was finallygiven, and it’s been with me for the 25years since then.It’s a very simple, all-leather design,

without any zips, just two compartmentswith a foldover flap. So it’s not very secureat all; if you lay it down, things do tend tospill out of it. But it fits under aeroplaneseats very nicely, and it’s really thickleather, so for years it carried a horrendousweight of paper, and did suffer and bulgefrom overuse.When I first started using it, I never used

the shoulder strap. And then, when laptopsgot small enough to fit inside, I realisedthat I had lost the original shoulder strap.

But about seven years agomy daughterfound a traditional leather repair placein Cambridge whomade this shoulderstrap to go with the bag.I can’t see myself ever replacing it

now, because I think this bag sayssomething about my character, andmywork. I’m an engineer, but I’m dealingwith natural phenomena. And whenyou’re faced with thinking about thefuture performance of a newopportunity, there’s no substitutefor having seen things in the past.The subsurfacemainly reveals itself toyou over time, through its performance,so experience is critical. And nature iscapricious, one can get battered abouta bit by her surprises. All of that isreflected in the bag.So I’d never carry a formal, black

briefcase. I do often get commentsabout my bag when I take it intomeetings; you don’t see many peoplecarrying satchels like this. But I like thescratches and the patina it’s picked up.It looks as weatherworn as I do.

I_Always_Carry_04 CC.indd 43 28/10/2016 10:59


Peo

ple

LEARNINGTOGETHERAfter-work sessions in Sharjah not only teach new hobbies and skills to Petrofacemployees – but the popular classes involve their families aswell

Technology has undoubtedlychanged howwework. We livein a ‘constantly connected’world, in which the ubiquity ofsmartphones has blurred theboundaries between work andpersonal life. For many of us,the first thing we do when wewake up in the morning is grabthe smartphone by our bed toturn off the alarm, and checkour work email; all this beforewe have even got out of bed.Many believe that we should

valiantly resist the blurring ofwork and home life – but someof our Sharjah colleaguesdisagree…In 2015, Managing Director

of Technical ServicesE S Sathyanarayanan founded

My Petrofac, a programmeof activities for Sharjahcolleagues designed to bringthem together and allow themto explore different hobbiesin the office, outsideworking hours.But it wasn’t just employees

Sathy invited: it was theirfamilies, too.“It’s well known that

Petrofac’s culture is like thatof a big family,” Sathysays. “I am always deeplyhonoured to meeteveryone’s families andloved ones. WheneverI do, I always comeaway with a deeperappreciation of whothey are as people.”

grammearjahned to bringallow themhobbies

de

employeess their

hatlike that

thyeeply

andever

People10 CC.indd 44 28/10/2016 16:45

PetrofactsNovember 201645

SADNEWSOFLOUISOne of Petrofac’sprincipal foundershas sadly passed away

It is with great sorrow that wereport the passing of Louis‘Lou’ Owen, one of the principalfounders of Petrofac and ahighly-regarded philanthropist.He passed away in Tyler, Texason 29 July 2016, aged 82.Louis made a significant

contribution to the industry,through both his engineeringexpertise and his caring nature.Louis joined Petrofac in 1981,

shortly after its incorporation.His engineering talent andtechnical foresight quicklyallowed Petrofac to establishits position as a top tierdesigner and supplier ofmodular process plants for theoil, gas and refining industries.“Louis’ gift for developing

solutions to highly complexengineering problems playeda fundamental role in propellingPetrofac from a small-towncompany in Tyler, Texas, intothe multi-national organisationwe have today,” Ayman Asfari,Group Chief Executive says.“I was inspired by Lou’s notableintegrity, his deep sense ofvalues and his extraordinarycare for others.”Louis and his wife Peaches

supported their local Tylercommunity tirelessly; theirsignificant financial supportresulted in the provision of aspecialist heart hospital for theresidents of East Texas.“Louis’ legacy will live on in

his Tyler community,” Aymansays. “As it will in Petrofac’svalues, and the importance wecontinue to place on the corediscipline of engineering in ourbusiness: a fitting legacy toLou’s unique contribution to thebuilding of this company.”

My Petrofac started as aTechnical Services initiative,which was designed to helpemployees learn a new hobbyor develop an existing skill afterwork – and to get their familiesinvolved, too.Holding sessions like this

outside work hours in the officeproved popular, and it quicklytook off and expanded to theentire Sharjah office.Since its inception last year,

more than two hundredcolleagues and their familymembers have attendedMyPetrofac sessions. Each classis led by a teacher who is aprofessional in their field.Sessions are run on a class-by-class basis, with employeesfooting 50% of the cost andPetrofac paying the rest.The courses that have been

on offer so far are arts andcrafts; dance; photography;and yoga.Yoga has proved such a hit

that classes are held fiveevenings a week – with Sathyhimself moonlighting as headyogi when the instructor,Ganesh Shinde, can’t make it.“Patanjali, the founder of

yoga, defined the discipline as‘the removal of the fluctuationsof the mind’,” Sathy says. “Forme, the beautiful thing aboutyoga is that it is physical fitnesscombined with mentalconsciousness andmindfulness, which is veryimportant in today’s lifestyle.”Now that My Petrofac has

becomewell-established inSharjah, organiser VaibhavSomani is thinking aboutdeveloping the initiative further.“I’d like to add somemore

classes to the mix,” Vaibhavsays. “I think language classeswould work well. Our Sharjahoffices are somulticultural; itmakes sense to offer languagelessons when we have somany different nationalitiespresent in one building.”My Petrofac classes have

proved an effective means forcolleagues to get to knowpeople working in completelydifferent departments, or in

different roles. Manycolleagues whomightotherwise never havemet havebecome firm friends aftertrading photography tipsat a My Petrofac class.Allowing colleagues to

bring their children andspouses to work-organisedevents also encouragesengagement, and helps youngpeople to understand theprofessional world.Jayesh Ghandi’s 12-year-old

daughter Hetvi has beenattendingMy Petrofac art andcraft sessions ever since theclass was first set up.“I have always been very

passionate about art and craft,and always look forward tothese craft classes,” Hetvisays. “I’ve learnt so many newcraft techniques at theseclasses – like decoupage,punch craft, embossing, andquilling. My school-friends seewhat I have made, and wantme to teach them – andmycraft teacher was soimpressed with my articles,that she displayed them in ourschool’s student’s gallery.”“Hetvi never misses a class!”

Jayesh says. “These sessionsare a perfect opportunity forher to develop and display hertalent. I’m very proud of her –althoughmy wife and I arerunning out of space in ourdisplay cabinets!”Vice President of Marketing

and Communications KayeKrause-Whiteing was one ofthe main architects behind theMy Petrofac initiative.For Kaye, her vision for My

Petrofac was clear: to fosterreal, lasting bonds betweenour colleagues, our company– and each other.“People behave differently

when they are at companyevents with their friends andfamily around them,” Kayesays. “It encourages us toshare more, and build strongerbonds with our co-workers.Ultimately, the way todemonstrate howmuch wevalue our people is simple:showing you truly care forthem and their loved ones.”If you would like to learn moreabout My Petrofac or join aclass, email [email protected].

Yoga has proved to be one ofthemost popular sessions (left)alongwith crafts classes(below)

“Since itsinception lastyear,more thantwohundredcolleaguesandtheir familymembershaveattendedMyPetrofacsessions”

People10 CC.indd 45 28/10/2016 11:48

People


Having walked for miles acrossa barren land, a Europeantraveller finally encounteredtwo herdsmen, and beggedthem for food and shelter. Theytook him to their dwelling, andsaid that they would gladlyshare for supper the flatbreadswhich they had to eat. Oneherdsman had three flatbreads,the other had five.The three of them sat down

together, and ate all of theflatbreads. Tearing them up asthey went along, they each atean exactly equal amount.Whenmorning came, the

traveller reached into hispocket. He said “I only haveEuropeanmoney, I’m afraid,”and he handed over one €5note, two 50c coins and one €2coin. “Here,” he said, “divide thisbetween you, with thanks foryour generosity.”“But we have no change,”

said one of the herdsmen.“That’s okay,” said the

traveller, “You don’t need any.”To reimburse them fairly,

what should each herdsmanreceive?For your chance to win one

of five Apple iPod Shuffles,please email your answer [email protected]. Closing date forentries is 30 January 2017.

Can you solve this issue’s logic puzzle – andwin yourself a prize?

BREAKINGBREADLOGICPUZZLE

OURSPRINGISSUECOMPETITIONWINNERS

realised that the car hadsuffered a flat tyre.In the boot of the car, there

was a spare tyre, a jack and awrench which fitted thewheel-nuts. He successfullyremoved all four of thewheel-nuts from the flat tyre –but then he accidentallyknocked all of those removedwheel-nuts down a drain.There was no way of

retrieving the wheel-nuts,and there were no extra

wheel-nuts in the car.How could he attach the

spare wheel in order to drivethe car to a garage?The five lucky winners who

came up with the correctanswer and were drawn atrandom each won an AppleiPod Shuffle. They were:Hamendra Deshveer fromSharjah; GeorgeWong fromKuala Lumpur; AliyaOrynbassarova from Sharjah;Regis Lechatellier from

Aberdeen; and Irene J fromChennai.And the answer? Theman

removed a single nut from eachof the other three wheels. Usingthose three wheel-nuts, hecould attach the spare. Witheach of the four wheelsattached with three nuts, thewheels would be balanced, andthe car could be driven slowly toa garage.Congratulations to all of our

winners.

MICHAELDRIVER

The competition we ran inour last issue proved to beparticularly popular.The challenge involved a

man driving his car along alonely road, when he hearda loud noise. He got out, and

People10 CC.indd 46 28/10/2016 11:49


WELCOMETOOURNEWCFO

INDIANWINNERS

Withmore than 25 years’ experience in finance and corporate finance, Alastair Cochran is full of ideas

It’s been six months of sportingsuccess for our Indiancolleagues, with a slew oftournaments andchampionships taking place.Here are some of the highlights.

CricketIn June, Delhi held its first evercricket tournament: thePetrofacChampions League 2016.For six Saturdays, teams

from the Delhi office battled itout in a series of leaguematches, with the PipingLayout team eventuallyemerging victorious.

SoccerMumbai held its sixth annualinter-discipline soccertournament this August,

bringing together64 soccer-madcolleagues from

seven disciplines.After a flurry of

dramatic and

Delhi’s Process team alsoorganised amarathon two-month badminton tournament,which started in July.Twenty-nine Process

colleagues got together afterwork and on weekends tobattle through a total of 41matches.Competitors ranged from

trainees to the Head ofDepartment.Manu Kaushal, Process’s

Head of Department and keenbadminton player, said:“Nothing builds a team better

than sports, and our intra-department tournament wasno exception. Latecomersbecame early risers toparticipate in practice sessions– we could feel the zest andenthusiasm in everyone. Thespirit of the game and a feelingof participation have broughtpeople together and have putbroad smiles on the faces ofboth winners and losers.”

closely-contestedmatches,Process beat Civil-A 2-1,securing their spot on thewinners’ podium.After the success of this

competition, Mumbai decidedto invite seven local companiesto an inter-consultancy soccertournament: Tecnimont; MottMacDonald; WorleyParsons;Jacobs; Thyssenkrupp;AkerSolutions; and Toyo, theeventual tournament winners.

BadmintonFrom June to September, Delhiheld its first ever inter-disciplinebadminton tournament.Thirty colleagues from four

disciplines took part in thetournament, battling it out in aseries of heats consisting ofthree doubles games and twosingles matches.After several dramatic and

tense heats, Process snaggeda well-deserved victory againstPiping-Stress in the final.

Driven, focused, and a strategicproblem-solver. This is how ournewCFO, Alastair Cochran,says his old colleagues woulddescribe him – and it’s not hardto see why.Chartered Accountant Al

took up his position at Petrofacat the start of October withmore than 25 years’ experiencein Finance and CorporateFinance. He joined us from BGGroup plc, where he wasGroup Head of M&A andCorporate Finance; andmostrecently Transition Head of BGGlobal Strategy & BusinessDevelopment, where heoversaw the integration of BGGroup following its acquisitionby Royal Dutch Shell plc.Al was drawn to Petrofac by

our entrepreneurial ethos, andby our reputation for stellarproject delivery.“Having worked in the

Nothing builds a teambetter than sports, believeour Indian colleagues –and across awhole rangeof different pursuits, theyhave success to showfor their teamwork

industry for many years, I waswell aware of Petrofac’soutstanding reputation; and themore I heardabout this companythemore I wanted to experienceit first-hand,” Al says.“A large part of the appeal of

joining this company was thatI would be able to help Petrofacmaintain the upper hand in thischallenged industry and realiseits full business potential. I wantto help Petrofac not onlyexecute its current strategy in aseamless way, but also to helpdetermine the best course ofaction for the future.“It’s a fascinating point in time

for Petrofac. This is a greatcompany, with talented peoplewho are very passionate aboutthe business. All these thingsare very attractive to anewcomer like me.”Al considers communication

to be one of the most important

responsibilities of a CFO –whether it’s within the business,or externally to our stakeholders,shareholders and the media.“Petrofac is already very

good at the traditional aspectsof Finance,” he says, “but myambition for the function is to

form stronger partnershipswith the business units – andthis relies on excellentcommunication. We have tofind a way of flourishing in thisnew ‘lower for longer’environment, wherecompetitors are going to bevery careful about how theyspend their capital. We canonly do this by maintainingclose relationships betweenthe business units, sharingknowledge, and workingtogether as a tight-knit team.”Ultimately, for Al, collaboration

will be the key to success.“We’re facing interesting

times in the industry at themoment, but if we worktogether and focus on ourstrengths, we will succeed.So let’s enjoy what’s thrown atus and use it as an opportunityto make Petrofac an evenstronger company.”

NewCFOAlastair Cochran

SoccerMumbai held its siinter-discipline soctournament this Au

brbringing64 soccollea

seveAf

dram

People10 CC.indd 47 28/10/2016 16:57

People


Jukka, LondonAlison FlynnThis is our panther chameleon, whowe have had for almost a year now,and who really belongs to mydaughter. He loves locusts, climbingas high as possible, and getting outinto the sunshine.

Alfie, AberdeenEmma LewisAlfie is my horse, a 16 year old, WelshCob/Clydesdale cross. I have hadhim for 10 years, after he had a veryunsettled early life. He likes to implythat he is a confident horse who ruleseverything, but he is actually verysensitive and frightened even of hisown shadow!

AROUNDTHEGROUP

Right around the globe, it seems that Petrofac employees simply love their pets!We asked for details of theanimals which share your lives, andwewere surprised at the number and variety which emerged. Manyweredogs, ranging from classic breeds to rescue dogs, whichwe’ve pictured opposite; but therewere also severalless common pets, with stories to tell about the lives they lead in a Petrofac family

ANIMALATTRACTION

Hodges, AberdeenGillian DuguidWe used to have an African pygmyhedgehog called Hettie. She sadlydied last May, but nowwe haveanother one. He’s called Hodges.He’s been rehomed with us, andhe’s still a bit grumpy.

Gizmo, AberdeenGeorgina RyanHere is my pet Gizmo, a rescueGuinea who is now around 2 yearsold. He loves nothing more thansnuggling into his fleece aftermunching a heap of parsley.

Popo andBobo, SharjahSwapamMajdumarWith their fluffy feathers, expressiveeyes and cute chirps, Bobo (a greenmale budgie) and Popo (his bluefemale counterpart) occupy a majorportion of my son’s leisure time.Hand training them, feeding themand watching them nibble onhousehold items are equallyengaging and amusing.

Splendour, MumbaiRajesh SakhalikarWe have a Hingeback Tortoisenamed Splendour. He’s been with ussince December 2015, when he wasa beautiful gift frommy uncle on myPapa’s birthday. Splendour likes tospend almost 18 to 20 hours a dayin water.

Rocky andDaisy, LondonLauren SmithMeet brother and sister duo Rockyand Daisy, nearly 6 years old and stillfull of beans. Rocky is not only like theFelix cat in looks, but in personalitytoo; he’s constantly up to mischief,very vocal, and always on the huntfor treats. Daisy is a reserved little girlwho loves nothing more than acuddle on your lap.

Tropical fish, SharjahArunMathavanThese are our fish, in their aquarium,equipped with bubble walls andplants. They enjoy their way of lifetogether with my 5 year old daughter,who loves to spendmore hours withthem than I initially thought!

People10 CC.indd 48 31/10/2016 14:58


Charlie, AberdeenNeil Fraser

Ollie, AberdeenRichard Byrne

Meeka, PerthNick Pollard

Jake, MalaysiaRoyArmishaw

Boris,WokingPaulWetton

Yoko, MumbaiRubelin D’souza

Callie, AberdeenPauline Adam

Senga, AberdeenSteveWilson

Mia, MontroseLucy Robb

RoccoandDory,GreatYarmouthJodie Thirkill

Harley, AberdeenLucyWatson

Hershey, SharjahJosephGeorge

Mistletoe andCracker, LondonDavid Seymour

Roxy, AberdeenMichaela Nicholson

Typsy and Brandy, LondonMohit Khanna

Louis, AberdeenLaura–AnnDavidson

Alfie, AberdeenAnn-Marie Sneddon

Leo, SharjahChristina Romanos

Alfie, Great YarmouthJayne Broom

Laya andBret, AberdeenKellyWhite

Inspired by Ian Beck’s bag (p42), in the next edition we’d like to hear about thebag, backpack or handbag you take to work. Please send a good photographof your bag, and one of yourself to go with it, plus a short description,to [email protected] to arrive by 30 January 2017.

People10 CC.indd 49 28/10/2016 11:54

People


Petrofac is supporting an initiative to promotethe teaching of STEMsubjects – science,technology, engineering andmaths – to children

STEMSOFGROWTH

“Sheldon Cooper! SheldonCooper!”, the group of 11 and 12year olds gathered around theschool fire escape chanted.However, one of television’smost famous boffins hadn’t, infact, made a guest appearanceat Fullbrook School in WestByfleet. “Shell-don Cooper”was actually the name given toa rotten egg that was about tobe attached to a parachute andlaunched from a great height...Science isn’t supposed to be

fun. At least, that seems to be afairly popular way of thinking.Perhaps this is the reason thatfewer and fewer young peoplein theUKare choosing to pursuecareers in science andengineering. The resulting skillsgap is now amatter of nationalconcern, which both thegovernment and businessesare working to address.To tackle this, Petrofac has

partnered with the RoyalAcademy of Engineering topromote STEM educationwithin schools. The RoyalAcademy launched theConnecting STEM Teachers(CST) programme in 2011, withthe aim of creating a networkof teachers across the UKwhohave the knowledge andresources to promote STEMsubjects as widely as possible.Underpinning all of this are theTeacher Coordinators (TCs),who run local support networksfor teachers on theprogramme.Petrofac sponsors four TCs,who are all based near one ofour UK hubs – London, Woking,Aberdeen and Great Yarmouth.What does this mean in real

terms? To begin with, teachers

The initiativemakes the sciencesmore appealing to young people

are provided with resourcesthat can link the classroomwith real world engineering.These resources range froman online library of experimentsand challenges to a “box oftricks” that gets sent out to theTCs. The latest box was allabout drones; pupils couldbuild them and race them, butalso learn about acceleration,forces and variables.AndrewMcVean, Head of

Biology at Fullbrook School inWoking, has been a TC for fouryears. He runs an after schoolSTEM club for Year 10 pupilsevery Tuesday, where studentsare currently in the middle ofbuilding their own telescope.“Astronomy isn’t something

that is taught in the curriculumwithin our network of schools,”Andrew explained, “so theSTEM club gives schoolchildren an opportunity tolearn something extra as wellas giving them the freedom tocreate something.”It was obvious that these

young people are all extremelyenthusiastic about STEM.Mary,aged 14, enthused: “I really likecoming to STEM club. It letsyou stretch your brain, and it’sfun of course!”Andrew believes that most

of the children who attend hisSTEM club will eventually goon to have a career in science,engineering or technology. His

sentiments are echoed by hiscolleagueMrs Hughes, whoteaches Physics at Fullbrookand runs an after school STEMclub for the Year 7 students.She believes that STEM shouldbe fun – hence the reason herpupils were busy parachutingeggs off a fire escape.“STEM club allows the

students to be creative and usetheir own initiative; somethingwhich they don’t have muchopportunity to do inside theclassroom,” she said. “The bestideas always happen when youthink outside the box.”Mrs Hughes aims to provide

the children with access to abroad cross-section of STEMsubjects, whether throughbuilding parachutes, or bycreating model balloon cars.Anthony Vaughan-Evans,

the TC at Pakefield School inLowestoft, believes thatchildren learn best when youtake them out of the classroomand into a real-world situation,where they can experienceSTEM in action. He recentlyorganised a trip to Sizewellnuclear power station; the

students were given a tour andwitnessed real engineeringsolutions. Parents commentedthat this visit had a noticeablepositive impact on the children,helping them bridge the gapbetween the classroom andtheir future career.Many of these activities take

place thanks to the fundingand support from Petrofac,and it’s obvious that Petrofac’ssponsorship has a very realinfluence. Long-term, it ishoped that Petrofac staff canget more directly involved,by giving a talk, or leading aSTEM club of their own.There are clearly young

people in schools around thecountry with enquiring minds.Jake, aged 11 and the brainsbehind “Shell-don Cooper”,said: “I just want to find out howthe world works”.Maybe one day he will be

designing a gas plant in thedesert or managing anoffshore platform for Petrofac.And perhaps he’ll rememberhow it all startedwith anafter-school club and arotten egg…

“It lets youstretchyourbrain – and it’sfunof course!”

People10 CC.indd 50 28/10/2016 15:24

PetrofactsNovember 2016 51

with the new PokémonGo app,which I obviously only play withmy children!

Is it better to start workearly, orwork on late?For me it’s better to start workearly when the office is quieterand before the work starts tobuild up throughout the day. It’salso helpful with the UAE timedifference.

Where do you get yourbest ideas?In bed in the middle of the night.I’m one of those pad and pencilnext to the bed people!

Your colleagues fromaround theworldmay bereading this. Anything inparticular that youwouldlike to say to them?Just that I’m always happy toassist. I would also say thatelecting to hold your shareselectronically in the Nomineeoffered byCapita IRGmaymakeyour life easier. It prevents lostshare certificates and relatedreissuing fees and if based inSharjah or Malaysia it meansyou can also receive anydividends through payroll onthe payment date.

What do youmost admirein a person?Honesty, integrity, humility anda sense of humour.

What’s your idea ofhappiness?Going out for a meal withthe family.

What’s your idea ofmisery?The last mile of a half marathonwhilst being overtaken by aman dressed in a Scooby Doocostume (large cartoon dog).

If you had a superheroability for one day, whichonewould you have?Mr Incredible – just to wear thecostume!

Which bookwould yourecommend to someone ifthey only had time to readone book?Any Lonely Planet or travelbook.

What did youwant to be‘when you grew up’?A doctor, but then discoveredthat I don’t like the sight ofblood (not before I had an offerof a place at medical school)!

What do your colleaguesnot know about you?I collect trainers and have over50 pairs at the last count. Myfavourite shoes are a pair ofAdidas Yeezy’s by KanyeWestbut I’ve just learnt that my 12year old son has been wearingthemwhilst I’ve been awayfrom home!

Wherewas the last placeyouwent on holiday?Wewere scheduled to go toTenerife this year butunfortunately my wife brokeher hand 3 days before wewere due to fly and requiredsurgery. So instead it was theLake District in the UKwhichwas very beautiful but a littlecolder and wetter and not sogood for our teenage children!

Tell us a jokeWhy did the scarecrowwin theNobel Prize? He wasoutstanding in his field!

ANDYWILKINSONEvery issue, Petrofactsasks an employeeto provide an insightinto their world.This issue, meetAndyWilkinson, ourShare PlanManager

MYWORLD

“I oncewantedtobeadoctor,butdiscoveredI don’t like thesight of blood!”

You arrive at a party; howdo youdescribewhat youdo to a stranger?I assist employees in dealingwith shares in their Company,enabling them to have a stakein the business they work for.

What do you lovemostabout your job?The interaction involved withhelping our employees inachieving the desired outcomewith their share awards,whether that be holding, sellingor transferring their shares.The work is always varied andinteresting.

What are the biggestchallenges in yourwork?Managing the volume of workat certain times of the year,whilst providing employeeswith the personal service thatwe try to offer.

Apart from your presentlocation, wherewould youmost like towork andwhy?If not London, it would be NewYork. I’ve spent time there in

the past with a previouscompany, and I thinkthat both places havea similar feel to them.

Whatwas yourfirst ever job?Serving at a Fishand Chip shop.We got to take theleft overs home atthe end of theevening and soI was verypopular in ourhouse.

Which appor newtechnology haschanged yourlife, andwhy?I’m really impressed

People10 CC.indd 51 31/10/2016 11:41

Balancing act‘Whateverelsemaybehappening, theproject is alwaysthe priority’

AbuDhabi:TakingPetrofacto a new level‘Increasinglywe are seen asa trustworthy,responsible andcommitted localcompany ’

Double vision‘TheMumbaioffice lives by thePetrofac valuesevery day’

14backcover_04 CC.indd 52 27/10/2016 16:27

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