June 2011 | petrofac.com - Petrofac Emirates

June 2011 | petrofac.com

June 2011
in this issue
Petrofacts is designed and published by
Petrofac on a quarterly basis. To provide
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2
06
Integrated Energy Services
Andy Inglis articulates the strategy for his new division,
Integrated Energy Services
Corporate Communications
Hazel Meldrum/Claire Baxter
editor@petrofac.com
Engineering & Construction
Engineering & Construction Ventures
Engineering Services
Kaye Krause-Whiteing
kaye.krause-whiteing@petrofac.com
Offshore Engineering & Operations
Jilly Powell
jilly.powell@petrofac.com
Training Services
Pamela Campbell
pamela.campbell@petrofac.com
Production Solutions
Energy Developments
Elinor Geary
elinor.geary@petrofac.com
Cover image
Cendor, MOPU, Malasyia.
Photograph by Sam Robinson
22
glossary of abbreviations
E&C E&CV EPC ERSC FEED FDP
Engineering
& Construction
Engineering
& Construction
Ventures
Engineering,
Procurement,
and Construction
Emergency Response
Service Centre
Front end engineering
and design
Field development
planning
FPF HSSEIA IOC JV LSTK LTI
Floating production Health, safety, security, International oil Joint venture Lump-sum turnkey Lost Time Incident
facility
environment and
integrity assurance
company
MOPU NOC OE&O OPITO UKCS
Mobile Offshore
Production Unit
National oil company Offshore Engineering
& Operations
29
Sajaa transition success
Contract highlights and engineering opportunities
New freefall
lifeboat training
facility launched
in Aberdeen
Signifying our commitment to
continued investment in the UKCS
Offshore Petroleum
Industry Training
Organisation
United Kingdom
Continental Shelf

10
Floating production
business acquires
second FPSO
Maarten Van Aller provides details on the
acquisition and unveils the team’s longterm
strategy
08
Country focus: Iraq
petrofac.com
Petrofac awarded contract for Majnoon Field developments
on behalf of Shell
Part of Petrofac’s efforts to establish a strong presence on the ground to
embed and develop the business in-country
13
Office expansion
New offices support growth in Malaysia and Sharjah
16
Qatar Petroleum
We check progress one year on
25
Tapping into our technical
specialists
Petrofacts talks to Ros Thorogood, principal heat transfer
engineer for Petrofac’s Engineering Services business
30
Petrofac’s journey
As Petrofac celebrates its 30th anniversary, two of our
longest serving employees share their thoughts on the
journey so far
3

June 2011
WelCoMe to the June 2011
eDition of PetrofaCts.
in this issue We launCh our
neW Division, integrateD
energy serviCes.
integrated energy services has been
formed within Petrofac to deliver the
existing group services for upstream and
infrastructure assets, on an integrated
basis in order to capture more value for
our customers and shareholders.
4

petrofac.com
Integrated Energy Services will be led by Andy Inglis as chief executive and
will comprise of three of our seven business units: Energy Developments,
Production Solutions and Training Services. We are excited about the
creation of this new division and believe it will play an important part in
Petrofac’s future growth. To find out why, please turn to page 6 to read
the full interview with Andy.
For further detail on our Integrated Energy Services, please visit our
website on or after 14 June to download our Capital Markets presentation:
www.petrofac.com/presentations.html
Our preliminary results for the year ended 31 December 2010
were released on 7 March. I am pleased to say that 2010 was another
exceptional year for Petrofac and our results were excellent: revenue
increased by 19%, we achieved a growth of 58% in net profit (26% on a
like-for-like basis, excluding the gain on the EnQuest demerger) and our
order intake resulted in a backlog of US$11.7 billion.
We have also started 2011 well. During the first half of this year we
secured an order intake of US$2 billion, with major new awards in Algeria,
Iraq and Malaysia. Our backlog, as at the end of April, was US$12.3
billion, giving us outstanding revenue visibility for the current year and
beyond.
We are now half way through the year and I am pleased with
the achievements our group has made so far. While we continue to
develop new business opportunities, with such a large project backlog,
understandably our focus has been on contract execution. We have
made good operational progress on many recent major contracts
awards, including the Laggan Tormore gas plant on Shetland and
the Duty Holder contract for the operation of the Sajaa gas plant on
behalf of the Government of Sharjah. In Turkmenistan, we have made a
positive start on the second phase of the South Yoloten project following
completion of the first phase in late 2010, and have commenced early
onsite construction works.
The second phase of the Cendor development, offshore Peninsular
Malaysia, is also advancing well and more details of this project can be
found on page 17.
In Iraq, we recently announced a US$240 million contract to deliver
early production facilities on the Majnoon field for Shell. We expect to bid
on a number of other projects in the country over the coming months and
details on our presence in the country can be found on page 8.
In May, I visited our Training Services business in Aberdeen to
launch its new freefall lifeboat training facility. This was an excellent
event demonstrating that the investment we have made underlines
the importance we place on the continued development of our training
business. It also restates Aberdeen as the strategic centre for the
development of Petrofac’s operations in the North Sea.
At the group’s AGM in May we welcomed Norman Murray as our new
Non-executive Chairman. Norman succeeds Rodney Chase who led our
Board successfully for six years, taking us from a privately held company
to a constituent of the FTSE100. I would like to take this opportunity
to thank Rodney for his significant contribution; he has left our Board in
excellent shape for Norman’s future stewardship. Together with my Board
colleagues, I am looking forward to working with Norman as we continue
on our growth journey.
As I mentioned in our last edition of Petrofacts, 2011 marks our 30th
year in business. Having joined Petrofac in 1991 along with Maroun
Semaan, we are both marking our 20th anniversary with the group this
year. In this, and in future editions, we are profiling some of the employees
who have also been with Petrofac for 20 years and the first of our longserving
employees are recognised on page 30.
The theme of our 2010 Annual Report & Accounts “We’ve come a long
way, but the journey is just beginning” is very apt as we look back on three
decades of history while staying focused on our future development and
prospects. 2011 is already proving to be a successful year for the group,
and personally I remain excited about the next stage of our journey.
I hope you enjoy this issue.
Ayman Asfari
Group Chief Executive
5

June 2011
Cover story
In January, Petrofac appointed Andy Inglis as chief executive of Energy
Developments and Production Solutions. Petrofacts caught up with Andy as
he was preparing to articulate the strategy for his new division, Integrated
Energy Services, for the first time at a Capital Markets event for investors
and analysts in June.
6
Andy, is the provision of integrated
services a move away from Petrofac’s
core strategy?
No it’s not. For three decades Petrofac’s
entrepreneurial flair and customer focus
has brought it success by continually
staying one step ahead of the market,
anticipating customer requirements
and responding to them. Our strategy
– which has been both successful and
consistent – is focused on expanding
our current services into new regions
and sectors, and leveraging our core
competencies to improve the return
we get for our scarcest resource – our
people.
So, while we are not changing the
core elements of the Petrofac strategy,
we do intend to bring a new impetus
and focus with the creation of Integrated
Energy Services.
Can you explain the concept of integrated services?
Petrofac has been on a journey for more than ten years to add
competence beyond our core engineering & construction
capability, including: asset management, maintenance and
operations, training, Brownfield engineering, well management and
production engineering. Our focus now is to deliver this existing
service capability on an integrated basis; capturing more value by
doing so. While Energy Developments and Production Solutions
are considered more capital intensive than other parts of the group,
with a history of investments, we regard capital deployment as just
another part of our overall service offering.
I think this is an area that has caused confusion about Petrofac
in the past. For me it’s quite simple really, we are a service company
with a highly differentiated offering, which can include the provision
of capital if it is required. We are definitely not trying to build an E&P
company inside Petrofac nor do we have any requirement to own
hydrocarbon assets.
What sort of projects will Integrated Energy Services
undertake?
Petrofac has established a track record for leading the development
of, and subsequently operating, a wide range of integrated
Greenfield and Brownfield projects both with and without an equity
position. There is a growing desire by our national oil company
(NOC) customers to retain the title to, and a degree of control over,
their oil & gas reserves. However, they still need human resource
and capability to deliver their projects. Integrated Energy Services’
role within Petrofac is to combine all of these skills and capabilities
into a clear service offering which will enable resource holders to
contract with us to maximise the value of their assets without us
necessarily owning a stake in their reserves.
Our new division is an important part of Petrofac’s growth
story. With clarity of purpose, and an enhanced delivery model and
organisation, we can pursue and deliver repeatable and scalable
business for the group.

Where is the opportunity for IES and how will we create value?
Forecasts of world oil production show that NOCs will drive global
oil production capacity in the future. Many of the fields that are
under their control are small and, though they are of low complexity,
they are unlikely to be a priority for either the NOCs or the IOCs.
So it is this market - discovered, low risk reserves - that Integrated
Energy Services is going to focus on. Our key advantage is that we
are ahead of the competition with few service companies operating
in this space. While small by NOC or IOC standards these fields
represent substantial projects for Petrofac.
The opportunity set is large so we will approach this market in
a focused way, prioritising geographies where we have established
relationships and operations, while leaving some capacity for new
country entry.
We will continue to deploy a variety of commercial models which
reflect the individual needs of each customer. It is our expectation
that the traditional production sharing contract (PSC), where we
enter into an equity model with commodity exposure (such as our
Cendor project in Malaysia) will increasingly represent a smaller
part of our portfolio. As such, our direct exposure to the commodity
price will also reduce.
Instead we expect to see an increase in production enhancement
contracts (PECs). Like the Brownfield Ticleni contract for Petrom in
Romania, where we are paid on a tariff basis for each additional unit
of production above a certain threshold and have no commodity
exposure. And, in risk service contracts (RSCs), where we will
deploy development capital with low exposure to commodity
prices and reservoir performance, such as our existing Greenfield
project in Malaysia, Berantai.
Training Services is the third business stream within Integrated
Energy Services, how does it fit with the other two?
Our strategy is to focus on supporting resource holders, primarily
NOCs, to develop and manage their assets. The one thing that is
core to all our NOC customers is their need to create capability
within their own workforce. Through a well constructed training
and competence development programme our customers can
attain global standards in competency with local capability; making
Training Services a key component of our integrated offer.
“On a personal level, I am very
excited by the opportunity to
fundamentally change the way
in which business is done in the
upstream sector of the oil & gas
industry. That’s a hugely exciting
agenda and has the potential to
create significant future growth.”
petrofac.com
Are you making organisational changes in support of this new
strategy?
We are making some changes to support our strategy and delivery
model. The organisational structure for Integrated Energy Services
is built around the three business units: Developments (Greenfield
developments), Production Solutions (Brownfield developments)
and Training Services. We will develop a single business opportunity
pipeline for both Developments and Production Solutions so that
the deployment of resources and capital can be optimised. These
business units will be supported by a single, consolidated business
support function covering Commercial/Legal, Finance, HR and
Technical. We will also benefit from a strengthened technical
core that fosters learning from project to project, an improved
risk management approach developed from our existing value
assurance process and a stronger focus on building capability,
which is really our only growth constraint. What we won’t change
is the ethos of accountability and ownership for projects that has
characterised the ‘Petrofac way’ for some 30 years.
Andy, a lot of progress has been made in a very short time
period, what do you think are going to be the most exciting
and challenging aspects of this new division, and for Petrofac
generally?
On a personal level, I am very excited by the opportunity to
fundamentally change the way in which business is done in the
upstream sector of the oil & gas industry. That’s a hugely exciting
agenda and has the potential to create significant future growth.
One of the key challenges for us will be to continue to attract
and retain the talented people we need to grow our business, as we
are certainly not going to be constrained by lack of opportunities.
Petrofac is celebrating its 30th anniversary this year, and we all
acknowledge that the group has been on a tremendous journey,
but as we pass this milestone we recognise that in many ways the
journey is just beginning again, and I am both proud and excited to
be a part of this next chapter.
For more information on Integrated Energy Services, you can watch a webcast of
the Capital Markets event, available online at www.petrofac.com/presentations.
html from 14 June 2011.
7

June 2011
exPansion into neW geograPhies
COUnTRy FOCUS: IRAQ
Iraq is an emerging and exciting market and being so close to Petrofac’s
large operational centre in Sharjah, is geographically well placed for the
business to execute almost any scope of work. Our initial strategic planning
for this market commenced a long time ago, when a dedicated ‘task force’
was put in place. This team undertook detailed planning and preparatory
work, in particular dedicating a great deal of time and effort in building
relationships with an entire cross section of potential new stakeholders.
Left to right: Mr. Ahmed Al Husseini, foreigner companies administration
department, SOC; Mr. Mehdi Badi, Majnoon JMC chairman, SOC; Mr Ole
Myklestad, Majnoon general manager, Shell Iraq Petroleum Development BV;
Mr Diego Perez-Claramunt, communications manager, Shell Iraq Petroleum
Development BV; Mr Malik Noori, community liaison manager, Shell Iraq Petroleum
Development BV; Mr David Lufkin, group head of business development, Petrofac
8
In the middle of 2010 Petrofac began to establish its operations in Iraq and
it was a great moment, in March this year, when our E&C business was
able to announce its award with Shell Iraq Petroleum Development BV for
developments in the Majnoon Field, Southern Iraq. Majnoon is a super-giant
oil field around 60 km from Basra and is one of Iraq’s largest fields with proven
reserves of an estimated 12.8 billion barrels of oil although the estimate for
potential reserves is significantly higher than this.
The Majnoon project, with a value in excess of US$240 million, will comprise
engineering, procurement, fabrication and construction management services
for the development of a new early production system comprising two trains
each with capacity for 50,000 barrels of oil per day, along with upgrading of
existing Brownfield facilities. Work on the project began in mid-2010 and is
expected to complete during the fourth quarter of 2012.
Ayman Asfari, Petrofac group chief executive, said: “Majnoon is one of
Iraq’s largest developments and we are delighted to be working with Shell
to assist them with unlocking the field’s potential. Iraq’s geographic location,
adjacent to many of our existing areas of operation, made it a natural market for
the group as we continue to broaden our geographic footprint.”
Subramanian Sarma, managing director, Petrofac Engineering &
Construction added: “Prior to beginning work with Shell in Iraq last year, we
had spent many months preparing in order to achieve a sufficient level of
readiness across several aspects of our business operations. All of our activities
are underpinned by our strong commitment to safety, quality and integrity and
alongside Shell and the local community, we are working to deliver this project
to the standards our customers and stakeholders expect from us.
“As we go to press with Petrofacts, Petrofac’s operations in Iraq, aside
from the Majnoon project execution team, already has a general manager
in place with a mandate from the executive management team to develop a
substantial group base in Southern Iraq and to build up a core team of local
employees. This is part of Petrofac’s efforts to establish a strong presence on
the ground which is essential to embed and develop the business in-country
in a sustainable manner for the long-term benefit of the local economy, whilst
concurrently aligning with our business objectives.”
12.8 billion barrels
Proven oil reserves of the Majnoon oil field, although
estimated potential reserves may be significantly higher
US$240+ million
Value of the Majnoon project
100,000
Number of barrels of oil per day that the production
system will have the capacity to process

EngInEErIng SErvIcES EnTErS Uganda
When independent oil & gas companies Tullow Oil and Heritage Oil announced findings of
a multi-billion barrel basin potential in the remote area of the Albertine Graben in Uganda in
2006, the country - originally reliant on its agricultural industry and without a large skilled oil
& gas workforce - was thrown into the spotlight and was on the verge of an economic boom.
To help realise the potential of the discovery,
Petrofac Engineering Services (PES) was
appointed by Heritage Oil to undertake a fourweek
study to verify the concept design on the
Kingfisher development. Tullow Oil, originally
a partner, went on to purchase Heritage Oil’s
Ugandan assets.
As the customer’s level of confidence
regarding Petrofac’s ability to deliver integrated
services increased, the project was extended to a
sixty-five man FEED project, engaging the support
of Petrofac’s Offshore Engineering & Operations
and Training Services business units. During this
period Petrofac was able to provide added value
to the project by reducing electricity consumption
at the central processing plant by 25%. Petrofac
used its expertise to propose modifications for
the operating conditions so that the storage
and transportation of the oil would be safer. The
sensitive environment where the field is located
was highly regarded and Petrofac proposed
alternative technologies to conventional elevated
flares to reduce visual impact.
PES received positive feedback from both
customers with regards to its ability to deliver a
high quality project, on time and below budget.
The high level of trust between the customers
and Petrofac also meant that no customer teams
were present to monitor the work carried out by
Petrofac.
Usman Darr, project manager and director
of consultancy and integrity, said: “Our first
experience in Uganda has been a positive
one; acting as both a consultant and engineer
contractor, we were able to develop strong
relationships with Heritage and Tullow. It was
important that we provided a flexible service so
that we could respond to any strategic change
our customers wished to implement. Heritage
and Tullow both operated with high standards,
and I have no doubt their activities will have a
positive effect on the region.”
If the resource is exploited in a prudent manner,
the two billion barrels of oil could commence a
drive towards industrialisation. Annual revenues
of US$2 billion and annual savings of US$600
million spent on importing petroleum products
into Uganda ought to generate a fiscal surplus.
OE&O DEVELOPS ITS MARINE
SERVICES CAPAbILITy
OE&O has increased its in-house capabilities with the introduction
of a marine services team focused on delivering marine consultancy
services to the global oil & gas industry.
The team of seven, headed up by Mark Jubb, manager, was previously
employed by Promarine, an Aberdeen-based marine consultancy and
part of the Seabrokers Group. The team transferred to Petrofac in
February 2011 and has continued to service previous contracts whilst
also getting involved in OE&O projects with specific marine requirements.
The new team provides a range of services including, but not limited
to, marine vessel audits, dynamic positioning services, independent third
party verification, support to emergency response and rescue vessels
and complete marine assurance packages for vessels engaged in
offshore operations.
Andrew Ferguson, director, marine operations, OE&O explains how
these services are already in use within the business: “Mark’s team
previously worked for Petrofac on a range of projects but as our marine
requirements increase and our floating production business expands,
the need for an in-house team has become more apparent. The marine
petrofac.com
neW serviCes
services team is already providing small-scale consultancy services to
current Petrofac projects such as Laggan Tormore and SEPAT but the
aim is to grow the business by supporting the wider Petrofac group and
by increasing the number of external customers we work with.”
Mark Jubb continues: “The Laggan Tormore and SEPAT projects are
exciting ones to be involved in and are excellent examples of how inhouse
marine services capabilities were quickly and efficiently mobilised
to the benefit of the overall project. We’re also providing consultancy
services on a floating, storage and offloading (FSO) facility and rig
placement and on the installation of a mooring system for one particular
project and we are evaluating what solutions we can provide to support
other projects within the Petrofac group.”
More details on OE&O’s marine services capability can be found on the
Petrofac website or by contacting Mark Jubb at mark.jubb@petrofac.com
or on +44 7500 709792.
9

June 2011
business foCus
FlOaTInG PROdUCTIOn bUSInESS and
aCqUISITIOn OF EaST FORTUnE FPSO
Name
Maarten Van Aller
Title
Chief operating
officer for floating
production
Location
London
“This is the first conversion of an FPSO for
Petrofac but we have recruited an excellent and
experienced team of individuals to undertake
the work and I have every confidence in them.”
10
Maarten Van Aller joined Petrofac
Energy Developments in late 2009
with the objective of leading the newly
established Floating Production service
line. 18 months on, the business
has grown organically to around 15
full-time employees, completed the
acquisition of two vessels and has
secured its first deployment. Van
Aller speaks to Petrofacts about
the fleet’s most recent addition and
shares more about the long-term
Floating Production strategy.
Maarten, you recently acquired your fleet’s second
vessel. How did this acquisition come about and
what plans do you have for the vessel?
We completed the acquisition of the East Fortune floating
production storage and offloading (FPSO) vessel in March.
When we initially identified the East Fortune as a potential
acquisition target, we didn’t have a specific deployment
opportunity in mind, but as soon as we carried out our due
diligence and saw that the vessel was such a high quality
candidate and available for an attractive price, we realised
that we simply couldn’t pass up the opportunity to acquire
it.
Working closely with our business development
colleagues in Energy Developments, we were then able
to tap into their networks and relationships with key
upstream players to seek out deployment opportunities for
the vessel. It was at this stage that we learned about the
Berantai opportunity and started to think about how the
vessel could be used as part of a fast track development
of the field. On 31 January, Petrofac announced that it had
teamed up with local companies Sapura Energy Ventures
and Kencana Petroleum, to sign a risk service contract
to lead the development of the Berantai field on behalf of
PETRONAS, the Malaysian National Oil Company. Our
field development programme outlined that the use of the
East Fortune would play an important part in facilitating
the fast track development of the field. Petrofac and its
partners will share ownership of the vessel which ensures
all parties are perfectly aligned when it comes to making
key decisions and meeting project deadlines.
Where is the East Fortune now?
The East Fortune sailed into the Keppel Shipyard in
Singapore on 22 March to undergo substantial upgrade
and modification works to ensure suitability for the
Berantai deployment. The conversion will include the
design and build of new topsides followed by integration
and commissioning of the vessel before sailing out to the
field, which is targeted for the last quarter of this year.
This is the first conversion of an FPSO for Petrofac
but we have recruited an excellent and experienced team
of individuals to undertake the work and I have every
confidence in them.

petrofac.com
How does Floating Production’s approach to acquisition
and deployment differ from that of a typical contractor?
Firstly, through our Energy Developments networks we
are able to achieve better visibility of potential deployment
opportunities and through its established relationships we can
gain access to key resource holders more easily and quickly
than our competitors.
Secondly, our in-house subsurface capability allows us to
mitigate risk by better understanding the reservoir ahead of
deployment. And finally, through Energy Developments we
have the ability to deploy the FPSO as part of a complete
integrated development for a field: this remains our key
differentiator.
The Floating Production business stream operates as part
of the integrated services offering embodied within our Energy
Developments upstream activities: it’s the ideal way of bringing
a facilities provider and an Operator together to enable fast
track developments with an attractive FPSO deployment.
What are the short and medium-term plans for the
Floating Production business?
We have a number of goals in the short-term: firstly we aim to
have secured a deployment for the FPF1 floating production
facility before the end of 2011. The vessel is currently along the
quayside in Newcastle and we are closely engaged with two
North Sea Operators, as well as one international, with a view
to deploying the vessel.
We are also in negotiations to acquire a third vessel, which
we hope to complete by the third quarter of this year. In the
medium-term, we will work hand in hand with our business
development colleagues in Energy Developments to identify
new opportunities for a combined field development/floating
facilities offering; and so that we are prepared to respond as
opportunities emerge, we will continue to look for speculative
purchases that represent good value, as we have done with the
FPF1 and East Fortune.
What’s next for your team?
I have a fantastic team of individuals, all of whom work
extremely hard. We’re in business start-up mode: trying
to build an organisation that has key competencies as an
FPSO provider. We’re in the process of recruiting more staff
and we have just relocated the technical team to Petrofac’s
Woking office: from this leadership team we will continue to
work with our Enginering Services and Offshore Engineering &
Operations business units to deliver our projects.
As we move into the execution phase on Berantai and
continue to seek our next acquisition and deployment targets,
the next few months promise to be extremely busy but also
very exciting for all those involved in Floating Production.
11

June 2011
Crisis ManageMent
12
PETROFAC ACHIEVES
SECOND bUSINESS
CONTINUITy STANDARD
Petrofac OE&O’s Aberdeen-based business
has become the first amongst its peer
group to meet the rigorous standards set
by business Continuity Standard bS 25999.
The business follows in the footsteps of
Petrofac Engineering Services which in
2009 was the first oil & gas company in the
UK to achieve certification.
OE&O’s business continuity plans, which were driven, developed
and tested over a three-year period by representatives from
across OE&O’s business, were certified by an independent
auditor assigned by Lloyd’s Register Quality Assurance (LRQA),
the globally recognised certification body. The plans will support
OE&O’s Bridge View site in the event of a disruption such as a
flood, fire or loss of power and are designed to help the business
to quickly ensure the safety of its personnel and to maintain critical
business operations including Duty Holder support to offshore
installations. The standard is difficult to achieve, reflected by the
fact few oil & gas companies have it, making this certification
particularly significant as OE&O is now able to provide a level of
comfort and assurance to customers that its competitors cannot.
Bill Dunnett, managing director, Petrofac OE&O commented:
“We’ve worked hard to implement a business continuity
management system that, first and foremost, considers the
safety and security of our people, whilst ensuring our ability to
maintain critical business at a time of disruption.”
He continued: “This certification will demonstrate to our
customers that we have robust and tested plans in place to
maintain ‘business as usual’ levels of service delivery at all
times. To be recognised by LRQA through certification is a great
achievement.”
As part of a programme of work taking place across the
Petrofac group, other locations are also working towards
achieving certification of their current plans including Petrofac
Training Services’ Emergency Response Service Centre
(ERSC), based at Marine House, and Petrofac Engineering &
Construction, based in Sharjah, both of which are hoping to
achieve the standard this year.
Major regional and
national emergency
response exercises for
Training Services’ crisis
management team
In February, Petrofac Training Services’
crisis management team helped co-ordinate
‘Exercise Glass’, a major exercise to test
emergency response procedures in the event
of a large scale incident in the UK North Sea.
Sponsored by Shell, the exercise was initiated by Grampian Police
in association with Emergency Preparedness Offshore Liaison
(EPOL) Group. Formed in 1995, EPOL is an industry driven member
group that allows oil & gas companies in Aberdeen to share good
practice and address emergency planning and response issues in
relation to offshore safety.
The exercise, which is normally held every five years under the
auspices of EPOL Group, centered around a fictional gas release
and subsequent explosion on the Shell Shearwater platform.
Training Services’ crisis management team managed the evacuee
reception exercise which involved the evacuation of injured and
evacuated crew members to shore.
Shell, RBG, ESS, PSN, Grampian Police, the Maritime and
Coastguard Agency (MCA), NHS Scotland and the Strategic Coordination
Group, which acts as a conduit to Scottish and UK
government bodies, were just some of the participants in the
exercise on the day. EPOL Group member companies who were
not participating in the exercise were invited to attend as observers
at the various emergency response rooms (ERRs) set up throughout
sites in Aberdeen. In addition to the establishment of multiple ERRs,
the exercise also supported a full scale evacuation reception centre,
a mock hospital and a press conference.
Many of the participants commented that the experience “felt
very real” and emergency services stated that it was probably the
largest joint industry-agency exercise run in a decade. Petrofac
Training Services managed the exercise planning team, directing
staff, friends and relative role players, media role players and mock
hospital role players at each of the sites used during the exercise.
The post exercise debrief summarised that: “Exercise Glass
helped many oil & gas companies and emergency services agencies
in improving their preparedness in jointly responding to a large scale
incident offshore.”
In May, Traning Services’ crisis management team was involved
in another major national exercise, this time in association with the
Department of Energy and Climate Change (DECC) and the MCA.
The two day National Contingency Plan (NCP) Exercise ‘Sula’
looked to address the response capability to an oil spill in the UK
Continental Shelf (UKCS) and to demonstrate how the UK would
react to a spill similar to that seen in the Gulf of Mexico in 2010. The
crisis management team provided assistance in the development,
delivery and observation of the exercise.
Trevor Riley, emergency response and crisis manager
commented: “Petrofac Training Services’ crisis management
team worked with the exercise directors and Oil & Gas UK to
ensure successful delivery of the exercise. We were involved in the
previous national exercise (‘Unicorn’) held in 2008 and we used this
knowledge to shape our input in the process for this year’s exercise.”

SHARJAH bUSINESS
TO bUILD NEW
OFFICE TOWER
Jean Chidiac, vice president administration and recruitment explains
the latest expansion plans for Petrofac in the Middle East: “During
2010, our Sharjah Engineering & Construction business completed
another successful year marked by record growth in manpower. This
was reflected in the recruitment of 1,700 new employees of which 600
have joined the Sharjah offices. To facilitate this rapid development, we
are currently expanding our Sharjah operations by building a new tower
engineered to be interconnected to the existing Al Khan building. When
complete, we will be able to consolidate 4,000 employees between the
two facilities with enhanced communication and efficiencies.”
Pierre Chalhoub, project manager for the new building project in
Sharjah commented: “When complete the office will comprise six
parking floors, a spacious main entrance and large cafeteria along with
17 office floors and one floor for training and conferences, providing
Petrofac with an additional 20,000 square metres of office space and
seating for around 1,700 persons. The new office facility has been
designed to accommodate project task force teams and customers
whilst the existing Al-Khan building will accommodate technical and
support disciplines.”
ExPANDING IN MALAySIA
Group chief executive, Ayman Asfari, opening Petrofac E&C’s new Asia Pacific office,
accompanied by Murugan Pitchai, senior vice president and general manager for the
operation, and other members of the team
In March, Petrofac opened a brand new
Engineering & Construction office in Malaysia,
Petrofac E&C Sdn bhd, located in the Jalan Tun
Razak region of Kuala Lumpur.
Led by Murugan Pitchai, senior vice president and general manager and
his team, the new regional execution centre will focus on developing the
onshore and offshore markets for upstream and downstream opportunities
in the region.
The centre was inaugurated by Petrofac’s group chief executive, Ayman
Asfari in March and is already executing two projects for PETRONAS
offshore Peninsular Malaysia: development of the Berantai field and
development of the SEPAT offshore early production system.
petrofac.com
neW offiCes
A visual impression
of what the finished
building will look like
OFFSHORE CONTRACT AWARDED by
PETRONAS IN MALAySIA
Following the announcement of the SEPAT offshore early production system
project in February Petrofacts we are pleased to present a visual from the
recent official contract signing ceremony. Being delivered on the East coast
of Peninsular Malaysia, the contract is valued at approximately US$280
million and the project team is anticipating first oil before the end of 2011.
Officials from PETRONAS and Petrofac were present for the event.
Left to right: Marwan Chedid, managing director, E&CV; Datuk Abdullah Karim,
president of PETRONAS Carigali; Murugan Pitchai, senior vice president and general
manager Petrofac E&C Sdn Bhd, and Mr. Tn. Hj Jabar Mohamed, head of development
and production of PETRONAS Carigali
13

June 2011
living our values
14
STAND OUT FROM THE CROWD
EVE Award entry extended to Thursday 30 June
As we prepare to go to press with Petrofacts we are still receiving enquiries about
the EVE Awards, so in order to allow applicants enough time to review and submit
their applications, the deadline for entry to Petrofac’s first group-wide employee
awards programme, has been extended to Thursday 30 June.
Name
Hazel Meldrum
Title
Head of corporate
communications
Location
Aberdeen
Talking to Petrofacts, head of corporate
communications, and EVE Awards steering
group member, Hazel Meldrum, explains
why employees and teams who haven’t yet
submitted an application, should do so:
“The EVE Awards were launched this year
in celebration of our 30th anniversary and with
the aim of recognising those individuals and
teams within Petrofac who have contributed to
our success to date.
“You only need to read some of the stories
within Petrofacts to see that we have many
potential EVE Awards applicants amongst us
and we do want these people to take part.
The programme provides an opportunity
for employees to be recognised for their
achievements and contributions. In addition
to being recognised as an EVE Award winner
throughout the year, finalists will be invited to
attend a special prize giving ceremony at the
group’s annual leadership event at the end of
the year – something which I am sure will prove
to be a great experience in itself.
a wORd FROM ThE JUdGES...
Representatives from the EVE award judging panels
explain just what they are looking for in an applicant
Group judge:
Maroun Semaan, group chief operating officer
“Petrofac is a very special place for all of
us and in my 20 years with the business
I have witnessed, on many occasions,
the extraordinary lengths to which our
employees go to fulfil and exceed their
duties through their exceptional efforts
and team work. Our winners and indeed
all those who participate will be able to
demonstrate these unique qualities in
living up to our values.”
Middle East, Africa and Caspian judge:
Peter Collings, human resources director, Engineering
& Construction Ventures
“Applicants should have a cognisance
and understanding of the importance of
organisational values and how they can
contribute to our competitive advantage.”
“I suspect there are many people who are
too modest to submit an application form,
but my advice is not to be shy about your
achievements, take advantage of the deadline
extension and submit an application. Also, we
would like to remind all line managers across
the group to encourage their star performers
and those dedicated beyond the call of duty,
to apply.
“So far the applications represent a broad
spectrum of the group, but they only represent
a small percentage of our total population.
With so many talented and capable people in
Petrofac, I am sure there are more to come.”
EVE Award applications can be submitted
against any of the company’s core values.
Employees who are interested in applying for
an award should email eveawards@petrofac.
com for further information and application
forms.
India and Asia Pacific judge:
Anil borkar, vice president, Engineering Services
“I am looking for an award applicant
who not only promotes the Petrofac
values but is also creative and innovative
while practicing them. He or she should
demonstrate that the values are a way of
life, rather than something which is driven
by management.”
UK, Europe and United States judge:
Mike Cannavina, senior vice president and general
manager, Engineering Services
“I am looking for applicants who
demonstrate that they have really
gone the extra mile for Petrofac, done
something outstanding and have taken
their efforts to the next level, exceeding
what would be expected, and above all a
good team player.”

Name
Marcelo Cardoso
Title
Group head of
compliance
Location
London
Career history
Marcelo graduated with
a Masters in Law and
has an MBA from the
University of Chicago.
He practiced Law in
Brazil and in the United
States for a number of
years before embarking
on a 15 year career
with BP, most latterly
undertaking the role of
Compliance Manager for
the Upstream division.
In the modern world, business success relies on far
more than technical know-how or service capability.
business ethics, above all, provide the foundations for
sustainable business success. This is why being ethical
at all times is one of Petrofac’s long held core values.
Following his appointment as group head of compliance, Petrofacts spoke
to Marcelo Cardoso about the role of compliance within Petrofac and the
introduction of our group standard for the prevention of bribery and corruption.
Welcome to Petrofac. Can you tell us about your role?
Compliance is not a new area of focus for Petrofac. The introduction of our Code
of Business Conduct (the Code) in 2006 set out the behaviours that we expect our
employees, suppliers, contractors and agents to comply with when undertaking
business for and with Petrofac.
Since the Code’s introduction, employee numbers have almost tripled to around
14,000. The creation of a dedicated compliance function signifies the group’s
commitment to ensuring that as we grow, we continue to cultivate a culture of
compliance and a genuine commitment to the Code.
My role involves supporting our business units and working with them to promote
awareness and understanding of compliance in line with ever evolving global laws
and regulations, the Code and relevant standards – this is absolutely fundamental
to sustaining business success. After all, Petrofac is a company that others want to
work for and do business with, not only because we are technically very strong and
commercially astute, but because we are a trusted partner.
What will your focus for this year be?
Increasingly, our customers will ask for proof of our commitment to compliance –
they want to know how we are mitigating compliance risks in their value chain. We
must do the same within our own value chain.
This year we will assess our existing compliance framework and introduce a fitfor-purpose
compliance programme which ensures that our employees, contractors
and partners are aware that they each have a responsibility, at an individual level,
for understanding and maintaining the standards outlined in both the Code and our
newly created anti bribery and corruption standard and its principles.
The standard, which is one part of a robust mitigation process, was developed
in November last year. We now need to roll it out across the group in conjunction
with other tools that we will implement to support the Code and relevant standards.
What exactly is the standard for the prevention of bribery and corruption?
The standard reflects what we believe is required for a company like ours to mitigate
the risk of bribery in the places we operate in. Designed to foster transparency in all
of our transactions, the standard reinforces the fact that we will not provide undue
incentives to third parties – public or private - in order to secure business, nor will
we receive such payments and incentives in return for the award of our business to
third parties. It covers, for example, the exchange of gifts and entertainment, the
need for due diligence of third parties and how we engage in community services.
When people think of bribery they may be forgiven for thinking of big brown
envelopes full of cash. However, bribery has become much more sophisticated and
it might not always be immediately apparent whether or not a transaction could be
interpreted as involving bribery and corruption. The standard’s ten principles very
clearly outline our stance on bribery and corruption, and provide guidance to ensure
that we protect the Company, protect ourselves and fulfil the principles expressed in
our Code of Business Conduct.
What is next and where can we find out more?
In order to make the compliance programme a success, it must involve each business
unit and their respective leadership teams, who will be responsible for helping
spread the message and mitigating the risks associated with non-compliance.
Communication and training are essential parts of a compliance programme
so we will support this process by further developing existing tools, as well as
distributing other training and support materials.
In the mean time, all Petrofac employees and contractors should familiarise
themselves with the standard and its ten principles, full details of which can be
found on PetroNet.
petrofac.com
CorPorate uPDate
Did you know...
Only eight countries
in the world
allow facilitation
payments – neither
the UK or UaE are
included in this
group
regulators are
increasingly
pursuing companies
and individuals
accused of bribery
The UK Bribery act
comes into force on
1 July 2011
15

June 2011
ProJeCt uPDates
Progress With Qatar PetroleuM
ONE yEAR ON
Petrofac was awarded a contract for the Gas Sweetening Facility (GSF) at Mesaieed
and Dukhan by Qatar Petroleum (QP) in March 2010. The project involves engineering,
procurement, installation and commissioning of gas sweetening facilities at both
locations, comprising a sulphur recovery upgrade at NGL-3 in Mesaieed and an
acid gas recovery plant at Arab-D in Dukhan. As the project celebrates its first
anniversary, Petrofacts catches up with project director, Zeid Dandashi, to understand
how the project is progressing and any developments since the initial award.
Name
Zeid Dandashi
Title
Project director
Location
Sharjah
How has the project progressed one year on?
The project is moving ahead well with more than 68% of the engineering
completed, major equipment ordered, and construction activities
commenced, with overall project progress at 19%.
The project is technically very complex; can you tell us more about
this?
The GSF project consists of two independent projects involving two different
licensors: Worley Parsons (UK) for the Sulphur Recovery Unit (SRU) and
Prosernat (France) for the Acid Gas Recovery Unit (AGRU). Additionally,
we have engaged renowned international sulphur experts Black and Veatch
for support during the engineering and procurement phases. We also
have separate engineering and construction teams dedicated to the SRU
and AGRU respectively with an overarching core team in place to ensure
that areas of commonality and synergy between the two projects are fully
optimised.
What is the peak manpower reached so far on the project? Will this
increase further before project completion?
The current manpower count is over 2,000 and this will continue to increase
as construction activities increase. The anticipated peak manpower,
including direct and indirect labour will be around 3,500.
What has the safety record been so far? Have you implemented any
specific HSE initiatives to increase the level of HSE awareness on site?
So far, the project has achieved more than two million man-hours without
LTI. In addition to the weekly safety toolbox talks and other regular training
and induction initiatives, the presence of highly toxic gas, such as hydrogen
sulphide, in the facility requires additional levels of safety training.
16
There has been some recent training of engineers for Qatar
Petroleum. Can you please give us some more details on this?
QP requested Petrofac to provide training for some of its local assistant
engineers. 11 assistant engineers spent around eight months in our Sharjah
office, working alongside Petrofac engineers under the guidance of a
dedicated mentor.
The objective of the training was to provide hands-on experience
to the assistant engineers during the design engineering phase of the
project. Each assistant engineer had a designated coach from Petrofac
and a programme of detailed training modules to be completed during the
training period. In addition, the assistant engineers attended all engineering
review sessions and were provided with opportunities to work with multiple
disciplines in order to maximise their learning during this critical stage of
the project.
It is extremely rewarding for all of us to have received very positive
feedback from both QP senior management and project management
teams as well as the assistant engineers.
This is not the first large EPC project that Petrofac has
completed for Qatar Petroleum. How do you see the
relationship with Qatar Petroleum building from this project?
Our immediate operational focus remains on delivering this project
successfully and meeting our customer’s expectations. Over the years we
have enjoyed a strong relationship with our colleagues in QP and naturally
it would be our endeavour to continue the relationship, not only during this
project, but for the many future projects to be executed in Qatar, which is
one of our core markets.

FAST TRACK DEVELOPMENT CONTINUES FOR
PHASE 2 OF THE CENDOR DEVELOPMENT
On 4 August 2010 the Petrofac team in Malaysia celebrated its 20 millionth barrel of
oil from the Cendor field, just under four years since achieving first oil. Following
this milestone, the team submitted a field development plan (FDP) for a second
phase of development which will see production levels rise from the current
level of approximately 12,000 barrels of oil per day (bopd) to 35,000 bopd.
Having received FDP approval from PETRONAS in November 2010, the team is
now pressing ahead with the execution phase. Petrofacts catches up with Ceri
Wilding, project manager for Phase 2 of the development, to find out more.
Name
Ceri Wilding
Title
Cendor Phase 2
project manager
Location
Kuala Lumpur
“As outlined in the FDP for the second phase of development and
as a result of increased confidence in the Cendor field reserves,
the existing mobile offshore production unit (MOPU) and floating
storage and offloading (FSO) facilities will be replaced by two new
wellhead platforms and a single floating, production, storage and
offloading facility (FPSO)”, explains Wilding.
Kencana HL, a Malaysian contractor, was awarded the
engineering, procurement and construction (EPC) contract to build
the unmanned wellhead platforms; and TL Offshore, a subsidiary of
SapuraCrest was awarded the contract for installing the platforms.
“Both Kencana and SapuraCrest are Petrofac’s co-venturers in
one of our other projects in Malaysia: the Berantai development.
We therefore know the teams well and have been able to move
the project forward at a good pace”, commented Wilding. In
order to facilitate an early start to construction activities, steel was
purchased by Petrofac through a PETRONAS ‘frame’ agreement.
Wilding explains: “By making the most of our established
relationships with local companies we were able to speed up many
of the typically lengthy processes adding to a faster development
than would otherwise have been achievable.
“In March we awarded an engineering, procurement,
construction and installation (EPCI) contract for the FPSO to MISC
Berhad. The FPSO will be owned by MISC and leased to Petrofac
for a ten-year term, with provisions for extension if required. The
FPSO will have an off take capacity of 600,000 barrels and will
provide accommodation for 70 personnel, who will also operate
and maintain the wellhead platforms. The FPSO will be converted
from an existing tanker, the MT Onozo, by Malaysia Marine and
Heavy Engineering (MMHE), in its shipyard in Johor Bahru. The MT
Onozo has been purchased by MISC and delivered to the shipyard,
in preparation for an early start to tanker conversion activities,”
added Wilding.
“The FPSO will undergo extensive modifications with
approximately 6,200 tonnes of topside facilities to be installed,
including power generation, water injection, gas injection and
gas lift facilities. Each of the two wellhead platforms will deliver
untreated crude through two flexible flow lines and dynamic risers
to the FPSO. Water injection and gas injection will be provided
from the FPSO to the platforms via carbon steel pipelines. Remote
control of the wellhead platforms from the FPSO will be facilitated
by fiber optic subsea control cables. The wellhead platforms are
due to be installed mid-2012 to facilitate an early start to drilling
while the FPSO is scheduled to be installed and commissioned by
mid-2013.”
The installation of the phase 2 facilities will not only allow much
more efficient oil recovery from the Cendor reservoir but will also
enable the infrastructure to allow future fast-track developments to
be brought on-stream in a cost effective way. Wilding concluded:
“The investment of nearly US$1 billion in the further development
of the Cendor field represents another significant milestone in
maximizing shareholder value from our Malaysian assets and
further develops our relationship with PETRONAS, our joint venture
partners and contractors.”
petrofac.com
17

June 2011
hsseia
Name
Chris Allen
Title
Group director,
HSSEIA
Location
Aberdeen
18
SAFETy AND INTEGRITy;
IN FOCUS
Following the release of Petrofac’s 2010 Annual Report and Accounts, in which the
group’s safety performance for the year is reported, Chris Allen, group director of
HSSEIA looks back on the past year and updates us on his plans to maintain strong
focus on asset integrity management and the relaunch of Horizon Zero.
LOOKING bACK AT 2010
In 2010 we concentrated our efforts in two areas; the first
being to ensure the technical integrity of the plants we
design, build and operate; and secondly the prevention of
occupational safety risks to avoid personal injury – within
both areas, a lot of important work was undertaken.
We improved the metrics used to measure and report
asset integrity performance for all our operating sites,
and reinforced the importance of robust asset integrity
management by developing a group-wide asset integrity
standard.
Following recent events in the Gulf of Mexico, we
undertook reviews to confirm that our operations are
protected against major incidents and that we have effective
emergency response arrangements in place.
We also acted to strengthen our security resources,
policies and procedures, in order to ensure we keep all our
staff safe, particularly in areas subject to political uncertainty
or civil unrest.
VEHICLE SAFETy
In 2010 the importance of vehicle safety on site was
highlighted when an accident involving a forklift truck,
sadly resulted in a fatality at our El Merk project in Algeria.
The incident was investigated fully and the results of the
investigation were reviewed at our quarterly group Incident
Review Board, which is a senior level review attended by all
business unit managing directors, to make sure that lessons
learned from any significant incident are effectively shared.
The circumstances were also separately reviewed by the
executive management team.
Notwithstanding this deeply regrettable accident,
our safety performance last year – which we measure
in accordance with the Occupational Safety and Health
Administration rules – was maintained at a similar level to
2009. Our recordable incident frequency rate was 0.18 per
200,000 man-hours and our lost time injury rate was 0.026.
These figures compare well with the rest of our industry, but
as the El Merk accident showed, we can never relax our
efforts to keep people safe.
Nowhere is that more true than with driving. Safe driving is
one of Petrofac’s eight ‘golden rules of safety’ and provided
the focus for a group-wide employee campaign. Last year
our vehicles travelled more than 77 million km between
locations or on project sites, which is equivalent to driving
almost 2,000 times around the globe.
77 million
Number of kilometres Petrofac vehicles travelled
between locations or on project sites in 2010
MAINTAINING FOCUS ON ASSET INTEGRITy
This year preventing the risk of major accidents will continue
to be our top priority.
Assuring technical integrity in everything we design,
build, maintain and operate is key to protecting the safety
of our people, the success of our projects and the value we
have built up in our business. Our recent safety seminar was
based around this theme, and in particular looked at the role
our leadership team plays in managing asset integrity and
identifying and controlling major incident hazards during
design, construction, commissioning and operation. Our
aim here is to ensure that consistent processes for integrity
management are used across the group as part of our
integrated service offering to customers.
ACHIEVING HORIZON ZERO
In line with efforts to avoid personal injury, this year we are
relaunching our Horizon Zero safety initiative, pushing it to
the next level.
Throughout our industry, we encourage good leadership
and safe behaviours, and we spend significant time and
money on safety and integrity management, but we do still
experience system failures, injuries and near misses. Horizon
Zero, which was first introduced in 2005, reflects our aim
to reach a day when we experience none of these within
Petrofac.
We have built on the original Horizon Zero strategy in
order to reflect the needs of a much larger, more diverse
Petrofac group.
As part of this Horizon Zero has a new look, which is
starting to be rolled out as the umbrella under which all new
and existing safety campaigns and initiatives will sit. This
will help us maintain consistency and improve sharing and
learning across the group.
A key component of Horizon Zero is our eight ‘golden
rules of safety’, and we continue to focus on these rules as
the Company grows. It is worth remembering that the golden
rules originate from a study of fatal accidents in our industry,
which concluded that the vast majority of fatal and serious
accidents could have been prevented if these few simple
rules had been in place and followed.
A variety of support materials are being prepared under
the Horizon Zero banner to support local initiatives and there
will be a drive to collect existing good ideas from across the
group in order to share them more widely.
I encourage everyone to participate fully and help to
move us closer to our goal of zero incidents.
If you have any examples of safety related
literature which should become part of
Horizon Zero, please send details to
horizon.zero@petrofac.com

Centrica’s Kittiwake platform, for which Petrofac
Offshore Engineering & Operations is Duty
Holder, has been commended by the Health
& Safety Executive (HSE) for the work being
carried out by the platform’s offshore safety
representatives.
petrofac.com
OE&O SUCCESS AT THE UK OIL &
GAS INDUSTRy SAFETy AWARDS
Congratulations to Willie Watt, power, water
and utilities technician on the Kittiwake
platform, who won the ‘Safety Representative
of the year’ award at the UK Oil & Gas
Industry Safety Awards held in April.
From left; Willie Watt, Bob Fennell of Nexen Petroleum U.K. Limited and
Bob Jones, head of flight operations, The UK Civil Avation Authority
Watt’s creative approach to highlighting offshore dangers and
promoting employee engagement in safety issues has led to him
presenting at industry events on the topic and his work being
honored with this industry accolade. The awards recognise and
reward the many individuals, teams and organisations who are
delivering excellence in the field of safety, helping to make the UK
oil & gas industry one of the safest in the world.
Petrofac was also represented at the awards by Roger Smith,
HSEQ advisor, based in Great Yarmouth supporting Petrofac’s
Southern North Sea operations, who was nominated for the
‘Most Promising Individual’ award. Commenting on Willie’s win
and Rodger’s nomination Eric Henderson, HSSEIA and technical
director, Petrofac OE&O, commented: “We are privileged to have
such valued members of staff in the Petrofac team. Willie’s win
is positive recognition that an individual with an improvement
initiative and a passion to go the extra mile is given the support
and encouragement within Petrofac to implement the idea and be
recognised for making a real difference. I think Willie summed it
up perfectly after winning the award when he highlighted that he
couldn’t have done this without the support and help from the
entire Kittiwake team.”
Following a recommendation by the HSE after a routine regulatory
inspection of Kittiwake, Fraser Easton, chair of the Workforce
Involvement Group (WIG) and Katie McCabe, Offshore Safety
Division inspector, visited the installation in October 2010 to witness
firsthand some of the workforce-led safety initiatives taking place
onboard.
Frank Cairney, offshore installation manager and safety
representatives Willie Watt, Scott Sutherland and Bob Niven
showed their visitors around the asset and demonstrated some of
the workforce engagement activity focused on safety culture and
particularly on aligning leadership and the workforce.
Specific work was carried out in the area of major accident
hazards (MAH) and safety critical elements (SCE) integrity. Easton
commented on what he saw: “The way the workforce has taken
ownership of safety meetings and action tracking, along with a
practical focus on major accident hazards during safety inspections
is particularly impressive.”
McCabe added: “It was really useful to exchange ideas in an
informal way, and see firsthand how effective workforce involvement
can have a very positive effect on safety performance at platform
level.”
With a view to sharing best practice across the industry Frank
Cairney and Willie Watt have since delivered presentations on their
work to other operators including at the quarterly HSE WIG event
held in Aberdeen in March 2011.
19

June 2011
integrity anD Quality
ALL SySTEMS GO
2010 was dedicated to raising the profile of integrity and quality across the E&C, E&CV
and ES business units. Petrofacts caught up with Steve Major, engineering director
ES to find out how the momentum is continuing in 2011 with the development of new
automated engineering systems and work processes.
We are developing engineering systems and processes that focus
on maximising the use of common data, utilising automatic data
transfer methods to deliver efficient data management and data
integrity. These are being applied to interfaces within engineering
and also with applications being operated by other departments
including procurement, construction, project controls and
completions across our Sharjah, Mumbai and Chennai operating
centres. The benefits of this programme of development include
a significant reduction in the amount of repeat manual entry
of data and more ‘in-built’ data integrity for our engineering
deliverables as well as productivity improvements.
Under the direction of Ian Develin, manager, engineering
systems, we have adopted a two-phase approach to our systems
enhancements. Phase one focuses on maximising the benefits
from our existing systems by building integrity into engineering
deliverables, as well as improving efficiency, productivity and
quality. Through using an electronic exchange of data between
engineering disciplines along with other departments we will
significantly reduce the amount of checking and recycling
required. We are also focusing our efforts on creating greater
synergies within material take off (MTO) management where
data for all design disciplines can be extracted directly from the
3D model, and reported and managed at all stages, from the
MTO estimate through to engineered quantities to construction
material at any point in time. This engineering material control
system will report on the quantities which are estimated,
engineered, ordered and allocated at site. Changes to any
quantity will also be managed.
This will be further enhanced utilising and integrating
ConstructSim, an engineering application that benefits
construction, with 3D sequence visualisation, work pack
allocation with material availability and construction progress.
The aim is to have this work completed by the end of 2011 by a
dedicated engineering systems development group which will be
responsible for implementing these changes effectively across
our projects.
Phase two is a longer term programme over the next three
years that involves engineering becoming more integrated
with other functions and much more closely aligned with our
customers. This effort will culminate in Petrofac being able
to provide handover data to customers in a neutral file format
that is ISO 15926 compliant (integration of life-cycle data for
20
process plants including oil & gas production facilities), allowing
for effective data exchange internally and externally. This will
be achieved through AVEVA Net and SmartPlant Foundation
with both software application suites providing an integrated
data warehouse for projects and information portals. The
customisation of these products has commenced and benefits
will start to be realised on a stage released basis.
The ES business unit’s engineering design manuals are also
being updated to coincide with this programme of systems
enhancement. The expansion of our scope over the last few
years has resulted in some of our procedures requiring a refresh,
so we are carrying out a significant housekeeping exercise that
will see a suite of revised design manuals rolled out by the end
of the year. These will not only be more concise than the current
revisions, but will serve to provide a central reference point for
engineering personnel regarding Petrofac’s design approach and
internal standards for all aspects of engineering both at a project
and discipline level. The intent is that these shall be capable of
being adopted by other Petrofac business units with only minor
modification, thus creating greater synergies across the Petrofac
organisation.
Alongside all of this we have been implementing a structured
programme of training and development to ensure that our
personnel are aware of the changes that are being made and
what it means for them as they go about their daily tasks.
Likewise, we need to be confident that we are competent in the
application of the new systems.
OUR TRAINING PROGRAMMES TO DATE INCLUDE:
• lead engineer development programme
• ProMax technical training
• root cause analysis training
• SmartPlant P&ID and AVEVA P&ID
• AutoCAD and PDMS training for designers
• train-the-trainer skills for internal technical experts/
subject matter experts tasked with knowledge sharing
• management development programme and leadership
excellence programme for senior engineering management
Name
Steve Major
Title
Engineering
director,
Engineering
Services
Location
Sharjah
Name
Ian Develin
Title
Manager,
engineering
systems
Location
Sharjah

Name
Nigel Paton
Title
Deputy managing
director,
Engineering
Services
Location
Sharjah
“We are developing engineering systems and
processes that focus on maximising the use of
common data, utilising automatic data transfer
methods to deliver efficient data management and
data integrity.”
Steve Major, Engineering director, Engineering Services
petrofac.com
GOOD
VIbRATIONS
Acoustic induced vibration (AIV)
and flow induced vibration (FIV)
can create major problems for an
operating plant, but fortunately
the solution is straightforward if
managed correctly and in a timely
manner. Petrofacts hears from
Nigel Paton, deputy managing
director, Engineering Services
about the steps the business is
taking to combat this perennial
hazard.
“Although caused by different factors, AIV and FIV
present very real threats to the integrity of piping
on a plant. AIV places dynamic stress levels on
connection weld lines and can lead to failures
occurring in a very short space of time, sometimes
measured in hours or even minutes. FIV excites
low frequency vibrations, but can lead to potentially
large displacement structural bending in smallbore
pipework over a period of days and weeks.
“Having learned from our experiences on
previous projects it is now part of our standard
engineering practices for vibration studies to be
conducted on all our EPC projects. These help us
to identify potential vibration threats and modify the
design with the necessary controls and mitigations
incorporated. Petrofac is fortunate enough to
have this capability in-house, through our partner,
Plant Asset Management (PAM), part of Petrofac’s
Production Solutions business, which has more
than 15 years’ experience in this field including
significant contributions towards the development
of relevant industry wide international standards.”
Acoustic fatigue when it goes wrong
21

June 2011
arounD the business
SAJAA TRANSITION A SUCCESS
In December 2010, Petrofac Offshore Engineering & Operations (OE&O) commenced
its five-year Duty Holder contract for the Sajaa Asset in Sharjah, completing a
successful transition within a 12 week period. Petrofacts met with Martin Main,
general manager for the Sajaa Asset, to find out more about the changeover.
Name
Martin Main
Title
General manager,
Sajaa Asset
Location
Sharjah
22
Martin, can you tell us about the transition requirement?
When the operatorship of the Sajaa Asset transferred from
BP Sharjah Ltd (BPSL) to Sharjah National Oil Corporation
(SNOC), the latter entered into a full Duty Holder contract
with Petrofac OE&O to operate the Asset. The transition
involved the transfer of the day-to-day operation of the
Sajaa Asset, which comprises the Sharjah-based onshore
gas fields, processing plant and terminals, from BPSL
to Petrofac OE&O. The initial transition period included
the transfer of around 120 personnel already working
on the Asset in addition to bringing new people into key
management and technical roles.
How did the transition go?
The transition went very well. The handover phase was
completed in a very short seven-week period, with the
full transition completed in just under 12 weeks. Petrofac
worked extremely closely with BP and SNOC to manage
the transition, with a particular emphasis on communication
and alignment. In our experience the best transitions are
those that impose minimal change and so our aim was
to maintain ‘business as usual’ status whilst embedding
the Petrofac commitment to safety, asset performance
and integrity. Throughout transition, maintaining safe
and reliable operations proved to be a huge success. In
fact during transition, we were able to proudly announce
the achievement of two significant Sajaa Asset safety
milestones: four million man-hours and four years without
a lost time incident.
What were the challenges involved in this project?
The transition was varied in scope encompassing the
entire associated infrastructure of the Sajaa Asset which
includes three producing gas fields, 53 wells, a network of
production flow-lines and manifolds in the desert, the Sajaa
gas plant as the main processing hub, gas export lines, and
liquid product lines transporting LPG and condensate to
the respective product terminals. Besides being a source
of export revenue to the Emirate, the Asset is strategically
important in providing approximately 30-40% of the fuel
gas for the local power utility stations in Sharjah and as
such attracts high visibility at senior Government levels.
Therefore, the importance of maintaining daily production
to literally ‘keep the lights on’ in the Emirate was and still
remains high and it was imperative that we maintained
production continuity throughout transition. This created
additional pressures and challenges which we overcame.
Some of the challenges faced during transition will
continue to feature over the long-term. For example, the
infrastructure and commercial development in the area
bordering, and sometimes encroaching on the asset, and
also protecting the asset from encroachment by people
– such as off road drivers crossing producing flow-lines.
We’ve also been dealing with and will continue to deal
with technical aspects of the plant such as vessel integrity
which is key on this 30 year old facility. We have also had
the challenge of integrating Petrofac and BP processes
and systems, and working with the diverse workforce.
How did Petrofac contribute to
the successful transition?
Petrofac has a strong presence in Sharjah and has
completed major transitions in the region for the Dubai
Government, but also for other key customers and
governments around the world. Our track record for
ensuring the safe and reliable operation of facilities
demonstrates that we always work hard to deliver
exceptional results. We bring our Duty Holder experience
from the UK where we have established our own high
standards for operating assets in a regulated environment,
introducing these standards and practices to the benefit of
Sajaa Asset, and ensuring these are maintained through
our own internal governance processes. This expertise,
combined with the group’s existing operations in the UAE,
and our capabilities across all our business streams, means
that we are well equipped to deliver on this contract for the
Government of Sharjah and the successful transition is just
an indication of things to come.
What has this transition meant for Petrofac?
The success of this transition demonstrates how Petrofac
can add value to a project in the early stages and further
consolidates our position in the Emirate and the Middle
East. We want to create development opportunities for our
staff and as such this contract provides further potential
for people to expand into new roles through succession
planning and career progression.

“The successful transition
from BP is an important
milestone in the history
of the asset and we look
forward to working with
Petrofac to deliver safe and
reliable operations whilst
pursuing opportunities
to enhance the value
of Sajaa asset.”
Waleed deemas, cEO, Sharjah
national Oil corporation
“It is a tremendous
achievement to have
transferred the operation of
the Sajaa asset in only 12
weeks while maintaining
the highest level of safety
performance. The concept
of ‘one team’ has been truly
embodied and exemplified
throughout the transition.”
abdulKarim al Mazmi,
president, BP Sharjah Ltd
“We are proud to have
delivered this transition
on behalf of the asset
owners and look forward
to supporting SnOc
in its endeavours to
enhance asset value.”
Mani rajapathy, vice
president, international
operations, Petrofac OE&O
petrofac.com
23

June 2011
teChnology foCus
Name
Dr Geoff Nesbitt
Title
Group head of
technology strategy
Location
Sharjah
24
TEChnOlOGy: whaT dOES
IT MEan FOR PETROFaC
Geoff Nesbitt, group head of technology strategy, joined Petrofac
in October and set about finding out what ‘technology’ means to
the business. Here, he shares his conclusions and provides an
insight into the future of technology within Petrofac.
ThE MEanInG OF TEChnOlOGy
‘Technology’ is one of those words which has grown with time
to encompass a very broad definition, including the use and
knowledge of tools, techniques, crafts, systems and methods.
In application, we tend to focus on the array of hardware or
software devices that we apply in our business to get the
job done. In the increasingly complex projects that Petrofac
businesses engage in, this can be a very dynamic range of
tools or methods.
Upon joining Petrofac, I set about defining how technology
could help further improve the way we operate. I began by
conducting a series of interviews with our senior management
teams to identify the current role of technology within Petrofac,
and ascertain the aspirations that each business unit may have
in terms of developing and deploying technology.
A number of messages emerged from this process:
• Petrofac already engages and deploys a diverse array of
technology and in many areas has specialists with a deep
understanding of particular technologies. However, in
many cases, we are not aware of those experts across the
organisation
• we have been pragmatic and agnostic in our application
of technology. This has been cost-effective, but also
highlighted areas where we believe, with knowledge, we
could apply new or different technology to our advantage
• Petrofac aspires to grow our business into adjacent and
new commercial areas that often require insights into
technology we currently don’t master
In simple terms, I propose that we can address the challenges
identified above by adopting two behaviours into the routine
course of our business process.
1. Acquire and share knowledge of technology that can
increase operational excellence in our current portfolio.
2. Proactively prepare diligence on key technologies that we
believe can improve our current performance, or allow us to
develop new commercial opportunities.
The next step was to design a technology programme that
could articulate and deliver the group’s aspirations, addressing
these two key behaviours. The challenge has been to respond
to the specific and different business needs, while providing
a consistent framework and common elements, which would
allow all staff to communicate and interact on technology. In
this respect a technology programme charter has been created
that describes a series of deliverables.
ThE PETROFaC TEChnOlOGy PROGRaMME
The first deliverable is the programme itself. It aims to
introduce rigor into how we learn about technology and focus
our activities on those that can make a difference. All elements
of the programme are designed to address the two behaviours
identified and, with practise, should become second nature to
the Petrofac way of doing business. The main internal elements
include:
1. Technology Forum
Regular internal lectures, and training events, developed around
themes of interest identified by the business units. Events
will be organised over our sites to address the technological
interests of the businesses operating there.
2. Performance Improvement Teams
These teams will build on work already undertaken and
train teams to perform quick and practical analysis of any
operational issues identified by our business leaders as in
need of attention. By adopting a uniform approach, and
routine reporting discipline, this should accelerate our ability
to optimise our project delivery and create a virtuous cycle of
getting better at what we do.
3. Petrofac Technology Wiki
An internal wiki is under development and will be accessible to
all staff through PetroNet. In time, the wiki will encompass all
technology subjects pertinent to our business and provide a
first glance of relevant information on that technology. All staff
will be able to help build the wiki content, which our internal
experts will moderate to maintain the organisation and quality
of our understanding on each topic.
4. Technology Top 5
Technology diligence will be prepared on a yearly selection of
the top five technologies that could improve our operational
performance or provide insight into opportunities of potential
commercial interest. This will comprise gathering intelligence
and publishing a formal report on the critical commercial and
technological aspects of each theme, and recommendations
to our leadership teams on a forward plan.
Critical to the success of all elements in the technology
programme is the continued development of our engineering
staff and knowledge communities. Every one of us can become
a technology champion and play a role in the technology
programme. When I joined Petrofac, I was told “we are
technology agnostic”. I would be pleased if future colleagues
might be told “we’re technology savvy.”
“Petrofac already engages and deploys a diverse array of technology
and in many areas has specialists with a deep understanding of
particular technologies.”

TaPPIng InTO
OUr TEcHnIcaL
SPEcIaLISTS
Within Petrofac we have a number
of highly experienced and industry
recognised technical specialists. In
the latest of our series of features,
Petrofacts talks to Ros Thorogood,
principal heat transfer engineer
based in our Woking office.
you are the only principal engineer who
specialises in heat transfer in Engineering
Services; could you explain to us exactly what
this type of thermal engineering involves?
Heat transfer is a discipline of thermal engineering that
concerns the exchange of thermal energy from one
physical system to another. It is classified into various
mechanisms, such as heat conduction, convection,
thermal radiation, and phase-change transfer.
It plays a crucial role in project planning, as the
performance and profitability of oil & gas process
operations depends upon efficient and economical heat
transfer equipment.
As a thermal engineer, we add a size, preliminary weight
and estimated electrical load to heat transfer equipment;
thereby enabling piping, civil and electrical engineers to
get a head start on the project.
Could you define for us what exactly a heat
exchanger is and its applications?
A heat exchanger is an item of equipment that allows the
interchange of heat from one fluid to another fluid through
a separating wall. This wall is usually impenetrable and
most frequently is metal, however other material such as
glass, graphite, plastic, ceramics and so forth may be used
as long as they conduct heat.
Exchangers come in various shapes and sizes, the
most common being shell and tube, air cooled, hairpin,
plate and frame, spiral plate and aluminium brazed plate
fin.
What kind of challenges do you face when working
on a project with certain heat transfer requirements?
Each project and exchanger design is unique, requiring a
flexible approach to each situation and design. We have
to work within the constraints imposed on us by the
customer or actual landscape and resources. For instance,
typically with air cooled exchangers, they can be designed
as economically as possible, yet the limitations on plot
space can have an effect on the optimisation of the design.
Material selection also plays a significant part of the
process, as it can significantly affect first cost and
equipment life; and with a selection of over 300 materials,
this can make certain decisions rather challenging.
What have been some of the more interesting
projects you have worked on?
The largest project I have been involved in was for a large
Greenfield chemical plant in China with approximately 500
heat exchanger units; I was responsible for co-ordinating
the thermal design of exchangers across three continents.
The project is the largest Sino-Foreign investment to date
and was run with impeccably high standards.
Name
Ros Thorogood
Title
Principal heat
transfer engineer,
Engineering
Services
Location
Woking
petrofac.com
subJeCt Matter exPerts
“Each project and
exchanger design is
unique, requiring a
flexible approach to each
situation and design. We
have to work within the
constraints imposed on us
by the customer or actual
landscape and resources.”
25

June 2011
ProJeCt uPDate
Kauther depletion compression project
In July 2009, Petrofac was awarded the Kauther gas-field depletion compression
project - an EPC scope of work comprising the gas compression system and
associated facilities at the Kauther gas plant. This project followed the successful
completion of the first Kauther gas plant by Petrofac in 2007.
Petrofacts speaks to project director, Elie Lahoud for the latest updates.
Name
Elie Lahoud
Title
Project director
Location
Sharjah
26
you are almost two years into the project so please share
with us where you are up to in terms of progress?
The project is on schedule and approximately 85% complete.
Construction is also at a peak with around 1,500 personnel on
site and we maintain a high level of confidence that we will have
a timely delivery of the project
The project is going well: what would you say are the main
contributors to this?
Many members of the team, including myself, either worked on
the first gas plant project or the depletion compression FEED, so
there is a wealth of knowledge on hand regarding the facilities.
Furthermore, ‘being responsive to customers’ is one of
Petrofac’s core values, from which we have built an excellent
relationship with Petroleum Development Oman (PDO). Their
support and the ‘one-team’ approach between PDO and
Petrofac personnel underpin much of what has been achieved
so far. We should also mention the efforts of our construction
contractor, Al Hassan, and the many suppliers involved with us.
Have you had any particular challenges to overcome?
Petrofac’s risk assessment approach to delivery and the ability
to identify and mitigate potential pitfalls early before they have
any significant impact is a great differentiator. One challenge we
faced was in procurement. We have some of the thickest vessels
on any of our projects (180mm) and some of the largest variable
speed drives (18MW) with massive harmonic filters and water
cooled chillers designed for an ambient temperature of 60 o C.
HSSE is a big focus area for all aspects of our business and
we focus heavily on driving safety. Have you undertaken
any initiatives on the project to address this?
At the time of writing, the Kauther project has achieved 4.2 million
man-hours LTI free which equates to more than 530 days of LTI
Petrofac graduates assigned to Kauther
free site activity and our project vehicles have driven more than
4.7 million kilometres without incident. As well as adherence
to procedure, we continue to work on a variety of awareness
programmes including, daily HSSE ‘green room’ team meetings,
regular driver workshops and we recently conducted a
compliance audit with PDO as part of their road safety initiative.
Outside of the project, we have also engaged heavily with the
immediate local community and worked alongside PDO to carry
out driving awareness forums.
Have you engaged with the community more widely than
HSSE?
Of course. Where we are executing projects in more remote
locations, the relationship with the local community is particularly
important. A new project affords the local villages employment
opportunities, either directly on the site or indirectly for their own
local businesses. We have also supported several local initiatives
particularly where they are aligned with our focus on education
and development. Most recently, we have been constructing
one-room extensions for two houses in the local village of Al-
Zahiya to accommodate two severely disabled children who
need partial isolation due to their weakened immune systems.
you also engage heavily with Petrofac’s graduate
community: can you share your experience with this
audience?
One of the major drives in resource development at Petrofac in
recent years, and one that is close to my heart, is the graduate
development programme. Since the project commenced, we
have actively engaged more than 20 graduate engineers in
engineering, manufacturing at vendor shops and construction.
Their development has been closely followed and regularly
reviewed to maximise their learning experience and, without
doubt, their involvement has brought significant added value to
the project.

NEW OPPORTUNITIES AT ECLIPSE
Eclipse Petroleum Technology (Eclipse) was acquired by Petrofac in 2008 to
grow its production engineering capability as an integral part of developing
the Production Solutions business unit. Since then, the internal demand for
Eclipse’s capabilities has grown and is increasingly being driven by the new
production enhancement contract (PEC) business models.
Name
Sayma Robbie
Title
Managing director,
Eclipse
Location
London
CO2DeepStore, one year on
CO2DeepStore was acquired by Petrofac in April 2010 representing Petrofac’s first step into the
low carbon energy sector. Petrofacts speaks to Alan James, managing director, CO2DeepStore
to see what progress has been made and where this part of the Petrofac group is focused.
Name
Alan James
Title
Managing director,
CO 2DeepStore
Location
Aberdeen
The company has been recently reorganised and Sayma Robbie
was appointed as managing director in January 2011. Robbie’s
new role draws on her experience in the UK and internationally
with oil majors in reservoir, drilling, production engineering and
optimisation, most recently on the Dubai Petroleum project.
Currently, Eclipse is playing an important role in a range of
Petrofac projects from the UK to Sharjah, Romania and Malaysia.
The vision is to make Eclipse “the key source of in-house
petroleum engineering expertise for Petrofac, whilst maintaining
a leading petroleum engineering consultancy position in the
industry”, explains Robbie. “Internally or externally our goal is to
add value through increased production and improved petroleum
and production engineering practices, using our staff and offices
in London, Aberdeen and the UAE.”
Whilst internal business gains momentum, Eclipse continues
to maintain its focus on existing key external customers as well
as developing a broader base of new customers in the UK and
overseas. “Our technical and business reputation is one of our
highest priorities”, commented Robbie. A natural partner in
this development is SPD, Petrofac’s well operations services
business, to provide integrated solutions when required. Links
Remind us what the CO2DeepStore
business is all about?
CO2DeepStore is specifically focussed on the
commercialisation of carbon capture and storage
(CCS). The need for this is based on the growing
global imperative for immediate and sustained
reduction of CO2 emissions to support the
mitigation of climate change. The primary focus of
the business is to reduce CO2 emissions through
cost effective, safe and long term capture, transport
and sequestration of industrial volumes of CO2.
CO2DeepStore co-invests in the development
of integrated capture plant, major pipeline
infrastructure and deep geological CO2 storage
and is now part of Petrofac Energy Developments
(PED).
How does this fit with Petrofac’s new energy strategy?
Involvement in CCS is part of Petrofac’s entry into the low carbon energy
sector which has been branded ‘new energy’. Although development and
operation of CCS facilities is serving new customers in a new growth market,
it has considerable synergy with Petrofac’s traditional oil & gas business and
customer base.
How does co-investment in CCS work?
CO2DeepStore co-invests in the development of CCS projects along with
other partners, in the same way as PED co-invests in oil & gas developments
and infrastructure. Where we invest we will deliver an integrated suite of
services from the Petrofac group to assure project delivery.
petrofac.com
business DeveloPMents
with SPD are being strengthened with plans for common office
space in London, Aberdeen and Dubai.
To meet this increase in demand, Eclipse has welcomed five
new employees since January and is actively recruiting to meet
business growth plans, as well as establishing a presence in the
UAE to cater for current demand and to further develop business
in the Middle East.
“Increasing our staff base and offices are clearly two of the key
components to grow the business and we are now looking at how
to provide the essential engineering tools around the world for
Eclipse staff to carry out our business”, says Robbie, introducing
the development of its Petroleum Software Solutions (PSS).
Comprising of a suite of production enhancement solutions, it
builds upon tools developed for existing projects. The system will
also allow the application of industry leading tools for all Petrofac
projects and will sit alongside PetroAtlas TM system, Eclipse’s
production engineering toolbox.
Eclipse is positioned for exciting times and Robbie and her
management team believe they are now well placed to grow the
business through 2011 and onwards.
Who are your customers?
Our customers are major CO2 emitters such as power generators or refineries,
who are seeking a service for any part of the CO2 capture, transport and
storage process chain. In certain countries CCS from power generation
facilities is being funded by governments to demonstrate CCS and initiate the
de-carbonisation of fossil fuel plants.
What CCS projects are you working on?
Our current portfolio of CCS co-investment prospects includes: the
ScottishPower Longannet power station project; the Scottish and Southern
Energy Peterhead power station project and Ayrshire Power’s Hunterston
power station project. We are working to provide storage solutions for each of
these projects whilst co-investing with partners.
Tell us in a bit more detail about one of the projects?
Work is currently progressing on the design phase for the ScottishPower
Longannet CCS demonstration project. If successful in gaining Government
support, this project will be the world’s first commercial scale CCS scheme
to be fitted to a coal-fired power plant. The offshore transport and storage
section of the project is a joint venture between CO2DeepStore and Shell to reuse
the Goldeneye gas production facilities after cessation of gas production.
Shell will be the Operator for the storage venture while Petrofac, through
CO2DeepStore, will partner the project in addition to providing competitively
priced offshore engineering, modification and operations services to the
storage venture through the OE&O business. Finalisation of government
funding is expected in 2011 with first injection expected in 2015.
27

June 2011
exPansion Plans
Name
Usman Darr
Title
Director of
consultancy and
integrity
Location
Woking
Csr
28
GROWTH FOR THE
CONSULTANCy GROUP
Petrofacts talks to Usman Darr, director of consultancy and integrity, to gain a
better understanding of the objectives Petrofac Engineering Services has set
for its consultancy group.
Reflecting on the success achieved by the consultancy
group in 2010, how do you propose to increase this
growth in the year ahead?
We have set clear objectives for 2011 and have carved out
strategic initiatives to ensure that they are achievable. We aim
to increase our visibility internally and externally, strengthen our
core capabilities, diversify our competencies, network effectively
within Petrofac and attract more business opportunities for the
group. Our vision for the future of the consultancy group is
supported by our vigorous recruitment drive for more senior
technical personnel, increasing our presence in the UAE and
providing more services internally which add value to our other
businesses. In doing so, we aim to increase our man-hours
executed by 50% from the previous year.
PROMOTING ENGINEERING
TO THE NExT GENERATION
Former director, turned Company advisor, Robin Pinchbeck,
accompanied three of our early career engineers, Manj Duhra,
Mohammed Khalil and Elaine Donegan to Haringey Sixth Form
Centre in London to talk to students about the benefits of
choosing engineering as a career.
Pinchbeck provided a general overview of what
the engineering discipline covers and the skills
required, along with a brief summary of what
Petrofac does. This was followed by individual
accounts from our engineers of their own personal
career paths, providing the students with a real
insight into the profession as they embark on their
further education and career choices.
The main goal of the session was to discredit
the stereotypical image of engineers as ‘men in
oily blue overalls wielding spanners’, and to draw
attention to the wide range of careers that an
engineering degree can lead to. Job opportunities
in various industries such as aerospace,
biomedical engineering, construction, motor
sports and power generation, including renewable
energy, were highlighted to the students.
Commenting on his visit, Mohammad
Khalil said: “I have been very impressed by
the eagerness of Haringey pupils to learn what
the engineering discipline involves. They find
themselves in a very similar position I was in
before entering university; insufficient knowledge
of where a particular course can lead. However,
they all asked relevant questions and I felt satisfied
that I could offer some answers that will hopefully
help them decide on a relevant degree.”
Elaine Donegan, who was one of the first
graduates to embark on the Petrofac Royal
Academy of Engineering (RAE) Enhanced
Graduate Fellowship programme, spoke about
the benefits she had gained from completing
the programme: “The RAE Enhanced Graduate
Fellowship has been a key turning point in my
career so far. The main benefit was being assigned
a mentor from Petrofac, Neil Platt, vice president
project delivery for Petrofac Production Solutions,
from the beginning of my studies at Cranfield. This
enabled me to establish close links with Petrofac
from the onset and receive support and guidance
from such an experienced person in the oil & gas
industry.”
Following the presentation, head of CSR,
Gwen Folland said: “Partnering with local schools
How will you ensure that potential customers, internally
and externally will remain up to date with the advances
within the consultancy group?
The successful launch of the new consulting section within
the Petrofac website has provided us with a platform in which
we are able to profile and continuously update our strong
capabilities and specialist services applicable to the field
development planning, FEED services, feasibility and concept
phases of onshore and offshore projects. We have also
developed capability statements, a consultancy presentation
and a brochure which will enable us to specifically target and
inform prospective customers internally as well as externally of
our value adding activities.
and colleges, and encouraging and promoting
engineering as a career, is very much part of our
overall CSR objectives. We hope to foster this
relationship with Haringey, and indeed mirror this
cooperation in the future with other educational
institutions in our local communities.”
“Partnering with local
schools and colleges,
and encouraging and
promoting engineering
as a career, is very
much part of our overall
cSr objectives.”
gwen Folland,
head of cSr

INVESTMENT IN NEW FREEFALL
LIFEbOAT FACILITy IN AbERDEEN
The Company has invested considerable time, money and people
to move the freefall lifeboat capability from Dundee to the Quay in
Aberdeen Harbour. This move will not only enhance the Training
Service business – the only provider of freefall lifeboat training for
the oil & gas industry in the UK - but help to position Aberdeen and
the North Sea as a strategic centre for the development of its UK
operations.
The investment sees Petrofac bring together all of its Marine training
to one location, to offer more efficient, flexible training to delegates.
The site will also add two fast rescue boats as well as pontoon and
davits and a number of upgrades have been made to current facilities
at the Quay, which will mean a total of 15 boats and 21 staff delivering
competence training and maintaining the facilities in the area. All
Dundee staff have been transferred to the new Quay facility.
A range of freefall lifeboat training courses are delivered from the
Aberdeen facility, including industry approved and bespoke freefall
training for the energy and marine sectors. Freefall lifeboats provide
a means of escape in an emergency but their operation is different
to more conventional lifeboats, which are winched into the sea from
a height. Freefall boats are typically installed on offshore installations
and can also be found on ships and tankers.
Training courses are being conducted on the new Verhoef
freefall lifeboat, with delegates who have a role specific competency
requirement receiving training on how to practice taking charge of the
boat in a freefall launch, as well as pre and post launch procedures,
boat handling and manoeuvring. Personnel who may be passengers
in a freefall boat also receive realistic training.
petrofac.com
faCility uPgraDe
In May Ayman Asfari, Petrofac’s group chief executive, officially opened Petrofac Training Services’
new freefall lifeboat training facility at its marine training centre in the Aberdeen Harbour area. The
new lifeboat facility is part of a significant investment in its marine training capability and cements
Petrofac’s strategic commitment to the city and the future of safety in the oil & gas industry.
“This investment in our marine
training facilities, including
installing new state of the art
boats and equipment, enables us
to offer all of our marine training
courses from one location at
aberdeen Harbour, close to our
customer base.”
Hugh chisholm,
Petrofac Training Services’ survival and
safety manager
From left: Gordon Caird, regional director – Europe, Petrofac Training Services;
Ayman Asfari, group chief executive; Bill Dunnett, managing director, OE&O and
Chris Allen, group head of HSSEIA
Hugh Chisholm, Petrofac Training Services’ survival and safety
manager commented: “This investment in our marine training facilities,
including installing new state of the art boats and equipment, enables
us to offer all of our marine training courses from one location at
Aberdeen Harbour, close to our customer base. The advantages of
relocating freefall training include reduced restrictions on launching
due to adverse weather, as the Aberdeen harbour area is less exposed
to strong winds than the Dundee location, and less travel for delegates
who require training in more than one type of lifeboat launch system.
Flexibility regarding course scheduling is also improved and is a key
consideration for our customers.”
In a speech to customers and partners to launch the arrival of
the freefall, Ayman Asfari, group chief executive, commented: “By
bringing our freefall lifeboat capability to Aberdeen, we have made a
key investment which I hope underlines the importance we place on
the continued development of our training business and to Aberdeen
as the strategic centre for the development of Petrofac’s operations in
the North Sea. We have been working here for the last 30 years and
are still investing in our business for the future.”
He continued: “Our training business is a key differentiator for our
group. In addition to building and operating assets on behalf of our
customers we are assisting them to train and develop their staff to
create fully competent local workforces to support their operations
in the future; providing them with global competency with local
execution and often creating better prospects for the individuals in the
communities where we work as a result.”
29

June 2011
Meet your Colleagues
30
As Petrofac celebrates its
30th anniversary, two of our
longest serving employees
share their thoughts on the
journey so far.
Name
R G Gopal
Title
Executive assistant to Petrofac’s
group chief operating officer,
Maroun Semaan
Location
Sharjah
Joined Petrofac
September 1991
First role with Petrofac
Secretary/Administrator - there
was no other secretarial support
at that time!
What is a typical day at work like for you in 2011 compared to
1991?
The enthusiasm, energy and keenness that I possessed in 1991
still exists even today. The advent of advanced technology may
have made some of the tasks easier but the challenges of a rapidly
growing organisation like Petrofac always makes each day more
and more interesting and exciting.
you have an extremely enduring journey with Petrofac, so
what particular message would you want to pass on to new
employees joining in 2011?
For me, Petrofac has been the employer of choice. I would say to
all our new employees, put in your best efforts, work with selfless
dedication, and aim to serve the company with the highest levels of
integrity, quality and safety. This will take them to greater heights,
both in respect of their professional and personal lives.
How do you envisage Petrofac 20 years from now?
Going back in time over the past 20 years and looking at what
the future could hold, I hope we do sufficiently well to get into the
top FTSE50 companies in the next 20 years: that would be a real
achievement for all of us. However, with the vision and efforts of
the senior management, senior managers and my colleagues, I am
confident we have every chance of continuing to achieve whatever
goals we set ourselves. I am immensely proud that I have always
been a part of the Petrofac organisation.
When you are not in the office, what do you enjoy doing
most?
I truly appreciate the constant support and encouragement that I
have received from my family and dedicate my success to them as
they have been the ones primarily responsible for what I am today
in the organisation. I always ensure that I spend quality time with
my family at the end of the day and during weekends.
Do you have any final comments for us?
I can never forget the support and encouragement that I have
consistently received from the senior management, with who I have
been associated over the past 20 years. I do not have enough
words to thank them for what I am today on the professional front.
If it was not for their support, I may not have been able to give my
best to the organisation during its infancy stages and I look forward
to what the next 20 years will bring!
Name
Rawad Atieh
Job title
Vice president - operations,
Petrofac Engineering &
Construction Ventures
Location
Ashgabat, Turkmenistan
Joined Petrofac
16 June 1992
First position at Petrofac
Field project engineer at a refinery
in Azerbaijan
What does your current role involve?
I am responsible for all in-country activities to support the
engineering and construction of the Sulphur refining facilities of 10
BCM for South Yolten Field reporting to the project sponsor.
Can you give us an overview of your career with Petrofac to
date?
I progressed from a field engineer position in 1992, to construction
manager then project manager in 1995, general manager in Kyrgyz
Petroleum Company (50% owned by Petrofac), project director
2004-2010 and my current position as vice president – operations.
What would you say is your greatest achievement to date?
The Kharyaga project for Total – this project was executed in
the North of Russia (90km into the Arctic circle) with extreme
climate conditions. The project was completed on time to the full
satisfaction of the customer.
What is your most memorable moment from the last 20
years?
When I was given the 15 years working award.
Where is your favourite/ideal work location?
The place where you are able to achieve the best results, but
obviously it is good to be close to the family so the Sharjah office
will be always be a good location for me to be in.
How has Petrofac changed over the years?
I am badge number 21. Now there is an organisation of around
14,000 personnel – I think that speaks for itself.
How would you describe Petrofac’s culture?
Relentless focus on delivery.
What would you say is key to Petrofac’s success?
People, people and people.
What advice would you give to someone starting out at
Petrofac?
Be flexible and work hard – you will be rewarded.
What is the best thing about working at Petrofac?
Inherent family culture which promotes communication throughout
the Company.
Any other comments you’d like to share?
Since I joined, Petrofac is continually expanding and growing,
resulting in a huge diversity and exposure to new environments and
cultures – you never know what is round the corner.

COMPUTER DONATIONS AID CHARITAbLE
ORGANISATIONS AROUND THE WORLD
Following the recent completion
of a Sharjah-based project,
Petrofac worked with local nongovernment
organisation (NGO)
Action Care UAE to donate
approximately 100 redundant
computers to charitable
institutions in the Middle East,
South Asia, and East Africa.
In Pakistan, Kenya, and Uganda a total of 58
computers were donated to the Family Educational
Services Foundation, Action in Focus, and the
Nnabagereka Development Foundation. These
organisations focus on improving the quality of life
of underprivileged members of their community as
well as providing free medical services to the needy.
25 computers were sent to the Family Care
Lebanon Association, The Ministry of Social
Development in Jordan, and the Heart to Heart
organisation in Palestine, which will assist these
entities with their efforts to provide hands-on aid
NGL4 ACHIEVES 10
MILLION MAN-HOURS
WITHOUT LTI
On 18 May, at the NGL4 site in Ruwais, Abu Dhabi,
Mr Abdul Aziz Al Ameri, SVP (major projects),
GASCO, presented the Petrofac GS E&C joint
venture team with a celebratory plaque that
marked reaching 10 million man-hours worked
without LTI.
When complete, the US$2.1 billion project will expand
the current NGL facility at Ruwais, delivering an additional
27,000 tonnes per day across five product streams. The
scope of work encompasses Greenfield, live plant and
marine elements for which the engineering was executed
in GS E&C’s offices in South Korea. At the time of writing,
construction is currently focused on steel and pipe
erection.
From sixth left, to first from right: Raafat Fayek, GASCO major
projects manager; Mr Abdul Aziz Al Ameri, SVP (major projects),
GASCO; Kurt Reeves, Petrofac NGL4 project director; Rangachari
Sundar, GASCO senior project manager; Chan Hee Chang, GS
E&C NGL4 deputy construction director.
distribution, education programmes and training
for children and youths.
In the United Arab Emirates (UAE) 19 computers
were donated to organisations including Al Ihsan
Charity Society in Ajman, Special Needs Families
(SNF) in Dubai, and Action Care. The Al Ihsan Centre
is dedicated to serving the poor and distressed,
and SNF provides holistic support to young adults
with special needs through personalised and
professional care, whilst Action Care supports
many community education and service projects
both in the UAE and in the Middle East.
petrofac.com
Csr
Executive director, Forrest Dimon, expressed
his thanks on behalf of Action Care and all the
organisations involved: “We are hugely grateful for
Petrofac’s generous support, which has benefitted
the adults and children who are supported by these
organisations.”
Petrofacts would like to recognise Russell
Pearson, who without his persistence, the
computers would have been scrapped, and Jannat
Shaikh, who put in considerable personal effort in
making sure that the entire donation process went
smoothly.
31

June 2011
in brief
32
THE DUbAI CAREER UAE SHOW
During March, Petrofac International and Petrofac Emirates
participated jointly at Careers UAE 2011. One of the largest events
in the region, this recruitment, training and education focused fair
is tailored exclusively for UAE Nationals. Petrofac’s presence at
this event represents a unique opportunity to engage with potential
job seekers including fresh graduates from the region and serves
to showcase the business as an employer of choice among the
Emirati community.
One of the initiatives that will run
this year in celebration of our 30th
anniversary, is the Petrofac Walk
the World Challenge. It aims to
encourage Petrofac people from
across the group to get together
and get active!
More details of the challenge and
when it will arrive in your area will
be communicated soon.
‘OUTSTANDING ExPATRIATE
CONTRACTOR’ RECOGNITION
In January, Petrofac’s customer for the Yadavaran project in Iran,
Sinopec Winfield, recognised the exceptional performance of two
Petrofac employees at an annual conference with representatives
from a number of oil services companies in attendance.
Petrofac Engineering Services’ principal process engineer,
Giulia Brovedani, and senior project manager, Les Brimson, were
seconded to Beijing for one year to work with Sinopec Winfield on
the Yadavaran project.
During the conference, Brovedani and Brimson both received
certificates for ‘Outstanding Expatriate Contractor’, acknowledging
that they had gone above and beyond what was stipulated in the
contract.
Giulia commented: “Both Les and I were very pleased and
surprised to receive the certification. It was gratifying to have
our efforts in providing support to the client and the design team
recognised. Spending a year in Beijing has been one of the
highlights of my career, linguistic challenges included.”
PETROFAC SHORTLISTED FOR ‘bOLDNESS
IN bUSINESS’ AWARD
Petrofac’s entrepreneurial culture was recognised at the FT
ArcelorMittal ‘Boldness in Business’ Awards with the Company
shortlisted as a finalist for the entrepreneurship award.
The annual event aims to highlight innovative and dynamic
companies and entrepreneurs from across the globe with previous
winners including Marks and Spencer and Apple.
The judging panel shortlisted Petrofac out of 250 nominations
globally and assessed the finalists in areas such as innovation,
corporate responsibility and the environment with the aim of
measuring execution alongside strategic intent.
CHARTER RECOGNITION
The Engineering Services team in Woking has recently seen
five members of the team in Woking become chartered through
the Institution of Chemical Engineers. Gillian Hutton, Michael
Czarnecki, Sangeeta Ankam, Fabiola Stifano and Manish Patel
have all demonstrated competence and commitment of high
standards within engineering. The accomplished engineers can
now command international recognition which is aligned with
Petrofac’s commitment to delivering results globally.
PETROVOICES, OUR
GROUP-WIDE STAFF
OPINION SURVEy WILL
LAUNCH IN SEPTEMbER.
COMPLETELY CONFIDENTIAL,
ANONYMOUS AND OPEN TO ALL
EMPLOYEES OF PETROFAC; THIS IS YOUR
OPPORTUNITY TO VOICE YOUR OPINION.

ISO 9001 certification for Saudi office
Petrofac Saudi Arabia recently achieved independent
certification to international quality standard ISO
9001:2008. The scope covers project management,
engineering, design, procurement, construction
management, commissioning and training and associated
activities for oil & gas production and processing facilities,
petrochemical plants, refineries and related utilities. The
Petrofac Saudi Arabia team successfully implemented
the quality management system, which is supported and
guided by technical and business documentation in line
with best practice. Congratulations to all involved.
Imad Shanan, senior vice president and general manager of
Petrofac’s Saudi operations receiving the ISO 9001:2008 certificate
from Raed Al-Dabbas, Saudi Arabia business manager, Lloyd’s
Register.
Petrofac inter-departmental cricket
championship
Becoming ever more high profile on the Petrofac
sporting calendar, this year‘s inter departmental cricket
championship, was played out at the impressive Sharjah
Cricket Stadium. After fiercely competitive qualifying
rounds involving a multitude of departmental teams, the
final was played out between teams from ‘PLTD/PFMI’ and
existing champions, ‘Sharjah electrical department’. On
the day, after a thrilling match, it was the ’PLTD/PFMI’ team
that took the title. Congratulations to all our participants!
Raising awareness of child safety
petrofac.com
PhotoboarD
Petrofac is the gold sponsor for ‘Your Child, Your
Responsibility’, a Sharjah-led safety campaign under
the patronage of Her Highness Sheikha Jawaher Bint
Mohammed Al Qasimi, wife of the Ruler of Sharjah and
Chairperson of the Supreme Council for Family Affairs.
Predominantly targetting Sharjah residents, the campaign
will reach out to the local community to raise awareness
around the importance of using car seats to keep young
children safe.
Romania CSR update
Petrofac’s Romanian business supports a range of local
community projects in Ticleni, including the ‘Petrofac
Petrom Martial Arts Sports Club’. At the end of 2010,
Petrofac joined its partners from Petrom to award prizes to
the medallists from the junior members of the club. The club
participates in national and international competitions; its
members have won numerous medals including two golds
at the latest European championship. Through martial arts
training, the children develop discipline, control and focus,
as well as keeping healthy and fit.
33

June 2011
in MeMoriaM
Ralph Martin
It is with great sadness that we remember Ralph Martin, who passed
away on 19 February after a long and brave battle with cancer.
aPPointMents
34
Harry bockmeulen
General manager, Mexico
harry bockmeulen has joined Petrofac
Production Solutions as general manager,
Mexico. bockmeulen is responsible for the
development of the Mexico business with the
objective of building a working relationship with
Petróleos Méxicanos (Pemex), the national oil
company, and establishing a business based
around the integrated service contracts for
mature fields.
bockmeulen joins Petrofac from williams,
where he undertook significant business
development with Pemex in Mexico and latterly
in the UK for an independent oil company.
Karim Osseiran
General manager, Iraq
Ralph was one of the original founders of Petrofac Inc in the
US, and it was through his vision that Petrofac International was
established in 1991 by Ayman and Maroun. He played a key
role in Petrofac’s development until his retirement in 2001 and
continued to take an active interest in our ongoing development,
even when he fell ill.
Maroun Semaan, group chief operating officer, shares his
thoughts: “Ralph was a wonderful and exceptionally goodhearted
person, and was a true inspiration to those who knew
and worked with him. As a founding member of Petrofac, Ralph
had a significant role in the development of the business. His
vision and commitment live on in the Company today which form
the basis of the inherent pursuit of quality and good service that
drives our Company forward.”
Ayman Asfari, group chief executive, who regarded Ralph
as his mentor and inspiration, reflects: “I am deeply saddened
by the passing of one of my closest friends. Ralph was a true
inspiration, and I respected and admired him immensely. We
each had different strengths but shared a vision for Petrofac
which resulted in a strong bond of friendship and mutual respect.
Ralph is missed by all of us at Petrofac who knew him, as well
as those in the oil industry who had the pleasure of working with
him over the years.”
Ralph is remembered by his closest colleagues as both
passionate and loyal. He was a friend to all and strived to help
others. Ralph was dedicated to Petrofac and to doing the best
that he could for the Company and his team. Nonetheless they all
agree that he was a true family man and will be missed dearly by
his many friends and loved-ones.
Karim Osseiran is appointed as general
manager, Iraq, supporting Petrofac’s strategy to
develop and expand the global group offering
in the region.
Osseiran has been with Petrofac for the
past four and a half years and has a wealth of
knowledge of the local market. Osseiran will be
working closely with both business development
and operations teams across the group in order
to ensure we can offer and deliver our integrated
services successfully in Iraq.
“ralph is missed by
all of us at Petrofac
who knew him, as
well as those in the
oil industry who
had the pleasure of
working with him
over the years.”
ayman asfari,
group chief executive
Christopher McDonald
Senior vice president, sales and marketing
Christopher Mcdonald has been appointed
senior vice president, sales and marketing.
Mcdonald has over 20 years of international
industry experience having spent 18 years with
halliburton/KbR and also serving as a board
member of M w Kellogg ltd. Mcdonald will
focus on developing onshore markets for the
asia Pacific region and australia and Petrofac’s
offshore projects business internationally.
Craig Wiggins
Operations director, Offshore Engineering
& Operations
based in aberdeen, Craig wiggins joins Petrofac
as operations director for the operations service
line as part of its continual growth strategy.
wiggins has been in the industry for more than
25 years, including his most recent position
with Shell as plant manager for the St. Fergus
Gas Plant. he has experience in both onshore
and offshore environments and also in leading
business improvements initiatives which have
significant impact on business performance.

Petrofac Limited, Ogier House, The Esplanade,
St Helier, Jersey JE4 9WG
Petrofac Corporate Services:
4th Floor, 117 Jermyn Street
London SW1Y 6HH, United Kingdom
T: +44 20 7811 4900 F: +44 20 7811 4901
Petrofac Energy Developments:
2nd Floor, 117 Jermyn Street
London SW1Y 6HH, United Kingdom
T: +44 20 7811 4700 F: +44 20 7811 4701
Main operational centres:
Sharjah, United Arab Emirates
Petrofac House, Al Khan Road
PO Box 23467, Sharjah, United Arab Emirates
T: +971 6 574 0999 F: +971 6 574 0099
Aberdeen, Scotland
Bridge View, 1 North Esplanade West
Aberdeen AB11 5QF, United Kingdom
T: +44 1224 247000 F: +44 1224 247001
Woking, England
Chester House, 76-86 Chertsey Road
Woking, Surrey GU21 5BJ, United Kingdom
T: +44 1483 738 500 F: +44 1483 738 501
Mumbai, India
7th Floor, Ventura, Central Avenue,
Hiranandani Business Park,
Powai, Mumbai 400076, India
T: +91 22 3051 3100 F: +91 22 2570 4705
Chennai, India
DLF Infocity SEZ, 7th floor, Block 9A, 1/124 Shivaji
Gardens, Nandambakkam Post, Manapakkam,
Ramapuram, Chennai-600 089, India
T: +91 44 3927 3000 F: +91 44 3927 3100
Abu Dhabi (Petrofac Emirates)
Abu Dhabi Business Hub, ICAD-1,
Block A, 2nd floor, PO Box 9398
Abu Dhabi, United Arab Emirates
T: +971 2 810 4000 F: +971 2 810 4801
Country offices:
Algeria
Tour ABC, Pins Maritimes Mohamadia, Alger, Algeria
T: +213 21 89 15 52 / +213 21 89 15 55
F: +213 21 89 15 54
China
B803, Focus Center, No. 6 Futong Avenue, Wangjing
Chaoyang District, 100102 Beijing, China
T: +86 10 8453 9288 F: +86 10 8453 9388
INTERESTED IN A CAREER WITH
PETROFAC? JOIN AROUND 14,000
PETROFAC PEOPLE ACROSS
THE GLObE by REVIEWING OUR
CURRENT VACANCIES AND
APPLyING ONLINE AT:
WWW.PETROFAC.COM/CAREERS
Egypt
Kiroseiz Building, 6th Floor, 9 Ibrahim El Sherif Street
Moustafa Kamel, Alexandria, Egypt
T: +203 544 5540 F: +203 544 6909
Indonesia
P.T. Petrofac IKPT International,
JL. Prof. Dr. Soepomo No. 42, Jakarta Selatan –
12870, Indonesia
T: +62 21 829 8080 F: +62 21 829 0030
Italy
Sede Secondaria Italiana, Via Mola 48 (primo piano),
20156 Milan, Italy
T: +39 02 89691638 / 89691689
F: +39 02 89691798
Kazakhstan
Office No. 701, 7th Floor, 19th Satpayeva Street,
Business Centre, Atyrau Plaza, Atyrau 060011,
Kazakhstan
T: +7 7122 973 500 F: +7 7122 973 501
Kuwait
PO Box 9816, Block No 8, Street No 38
Building No 6, Near Fahaheel old clinic, Kuwait
T: +965 2392 9024 F: +965 2392 0345
Kyrgyzstan
202, Promyshlennaya Street
Jalal-Abad 715600, Kyrgyz Republic
T: +996 3722 55505 F: +996 3722 52315
Malaysia
Level 50, Tower 2, PETRONAS Twin Towers,
Kuala Lumpur City Centre, 50088 Kuala Lumpur,
Malaysia
T: +6 03 2382 2700 F: +6 03 2300 2241
Nigeria
289b Corporation Drive, Dolphin Estate, Ikoyi,
Lagos, Nigeria
T: +234 1 461 4061 F: +234 1 628 1509
Oman
PO Box 2012, PC 111, Seeb, Sultanate of Oman
T: +968 24484525 F: +968 24487942
Qatar
PO Box 2895, Souk Al Mirgab, Salwa Road,
Doha, Qatar
T: +974 4411005 F: +974 4411008
Romania
Litexco Stirbei Center, 104-106 Stirbei Voda Street,
Sector 1, Bucharest 010119, Romania
T: +40 0372 136 502 F: +40 0372 136 532
Russia
23, Novoslobodskaya Street, 123055, Moscow, Russia
T: +7 495 933 78 84 F: +7 495 935 78 84
Saudi Arabia
Al-Saeed Tower-2, 5th Floor,
Khobar-Dammam Highway, PO Box 77378,
31952, Al-Khobar, Kingdom of Saudi Arabia
T: +966 3 814 6922 F: +966 3 814 6917
Sudan
Al-Tayf, Nakhil St 11, House No.220, Block 23,
Khartoum, Sudan
T: +24 9183 241795 F: +24 9183 241097
petrofac.com
offiCes
Syria
Mazah Eastern Villas, Jade Sharjah, Al Farabi Street,
Al Hamami Building No. 36, Damascus, Syria
T: +963 11 6127714 F: +963 11 6125106
Tunisia
Leman Center, Tour B Rue Du Lac Leman
Les Berges du Lac, 1053 Tunis, Tunisia
T: +216 71 964 090 F: +216 71 964 710
United States
1130 Enclave Parkway, Suite B, Houston,
TX 77077-1885, USA
T: +1 832 379 0500 F: +1 832 379 0502
Training centres:
Azerbaijan
Garadagh Industrial Park, Salayan Highway 22km,
Baku, Azerbaijan
T: +994 12 545 9156/7 F: +994 12 545 9160
Russia
PKT Training Services Limited,
Sakhalin Technical Training Centre, Mira Ave, 6G,
Yuzhno-Sakhalinsk 693000, Russia
T: +742 42 505261 F: +742 42 505855
Scotland
Blackness Avenue, Altens, Aberdeen AB12 3PG,
United Kingdom
T: +44 1224 899707 F: +44 1224 244752
North Esplanade East, Aberdeen AB11 5QD,
United Kingdom
T: +44 1224 899707 F: +44 1224 244752
Marine House, Blaikies Quay, Aberdeen AB11 5EZ,
United Kingdom
T: +44 1224 348034 F: +44 1224 348035
Forties Road Industrial Estate, Montrose DD10 9ET,
United Kingdom
T: +44 1674 672230 F: +44 1674 667334
Singapore
Petrofac Training Pte Ltd, Chemical Process
Technology Centre, 81 Jurong Island Highway,
Singapore 237837
T: +65 6880 2000 F: +65 6896 7151
United States
1130 Enclave Parkway, Suite B, Houston,
TX 77077-1885, USA
T: +1 832 379 0500 F: +1 832 379 0502
35

June 2011
36