ISG OPS Newsletter-June 2018

Dear Colleagues,
In December 2017, a simple idea to issue a newsletter was shared with the OPS teams. Two and a half months later this
became reality as the first edition of ISG OPS Newsletter came out on the 24th of February 2018 and it’s with great
pleasure that we present to you today, the 28th of June, the second edition.
This achievement demonstrates once again that when people are respected, considered, and coached, they will be more
productive and deliver more and better.
ISG OPS Newsletter is adding a new value to ISG performances made in different areas such as HSE, Production, TAR
execution, CoW improvement, Training delivery.....etc. which can be attained only when teams are complementary and
work together hand in hand. This is why your feedback, proposals and comments are most welcome and your contributions
are highly appreciated.
We would also like to take this opportunity to send a message regarding an important upcoming event. As we are only a
few days away from the launch of the 2018 TAR activities for KBA Train 2 and TEG (FFSD/Train1/Train2), planned to
start on the 17th of July 2018, we want to share with you our thoughts and expectations in this regard.
Knowing that good safety supports good operational performance and thus good business, we strengthened our
commitment to integrity and compliance by putting into place all the necessary conditions to finalise the TAR scope within
the planned time frame and without any HSE incidents.
In ISG, we continually seek to improve all aspects of our safety performance, but particularly our leadership and employee
engagement as we aim to create a working environment where everyone knows that they make a difference and where all
employees and contractors have the knowledge, competence and desire to work safely.
And since it is not just about what we say, but about what we do on the ground at our operations every day, we invite all
ISG managers and key players to be ready for this important "rendez-vous " and provide their full support to the OPS and
TAR teams in order to achieve our goals and lead our business into the future.
We also encourage all the contractors and subcontractors to be compliant with ISG procedures and golden rules to ensure
their safety and therefore the JV benefits in terms of safety and business.
Thanks and welcome to you all.
All the best.
ISG OPS Management Team.

Some simple numbers are not well considered despite their importance and significant influence on the professional and
social life. A year is 12 months, a month is 30 to 31 days except for February, a week is 07 days , and a day is 24 hours.
However, we are sometimes, or rather most of the time, saying that there is no enough time to complete some activities or
tasks. This may be the case in some situations but not all of them. Then why can some people achieve their goals while
others can’t ?
The main reason simply lies in time management or what is known as ``Good Time Management`` (GTM). In the next
lines we will figure out what GTM is and learn how to use it in order to achieve what others are achieving.
“Good Time Management” is the process of organizing and planning how to divide your time between specific
activities. It enables you to work smarter – not harder – so that you get more done in less time, even when time is
tight and pressures are high.
We can thus conclude that failing to manage time influences effectiveness and causes stress. This will also have a
negative impact on our performance, our colleagues and organisation.
It is therefore necessary to learn how to correctly manage time, be aware of the benefits of using GTM and the impacts of
neglecting it.
Benefits of GTM use:
Better visibility of projects and follow up the on-going actions.
Greater productivity and efficiency.
Efforts optimisation and less stress.
Good opportunities for progress.
Positive professional image and earning the respect of colleagues.
Bad impacts of the non-use of GTM:
Non-respect of deadlines.
Excessive time and efforts.
Great stress.
Bad efficiency and poor results delivery.
Bad professional image and hence negative impact on the career.
Personally I’m convinced that everyone is aware about time importance, but not really aware about Good Time Management
importance. Let’s all have a Short Positive STOP for a better use of our time by applying the five (05) Gs: Good Planning,
Good Preparation, Good Readiness, Good Execution and Good Time Control.
This was my message which is a rather useful reminder. I hope it was clear and mainly that it will be of benefit for all.
Many thanks for taking the time to read this and please share it with your colleagues.
Noureddine Bendrer
ISG OPS Manager

On 16th of May, Statoil became Equinor”
My first 6 months since taking up the position as Ops Manager for ISG has now passed.
First of all, thank you all for the warm welcome I have been given when joining ISG JV
taking up the position as Ops Manager succeeding Inge Pettersen from January. This
assignment as Ops Manager for ISG JV is truly an opportunity where I feel that I benefit
from all my experience from the past.
I joined the oil and gas industry and Statoil more than 27 years ago. On May 16th we changed our name to Equinor. It
has been an exciting journey and I have been fortunate to work in various business areas as well as various part of the
value chain.
I have worked with technology support and implementation, projects development, operations offshore and onshore as well as
heading up the staff area within safety, security and sustainability for Statoil’s international business area.
My first visit to Algeria happened in February 2005, visiting Tigentourine during the construction of In Amenas, followed by
attending an Oil and Gas conference in Algiers so now the circle has been closed.
In Salah Gas, the thirds largest gas field in Algeria is impressive in many aspects, in size, in numbers, in extension as well as
value creation, but also impressive in operational performance given the magnitude and complexity of the total In Salah Gas
operations. To me this is a clear indication of an organisation that is professional, proactive and hard-working.
During my first months I have been fortunate to see the sites and meet some of you. I have really enjoyed seeing the engagement
in the teams “Equinor on our is key a powerful challenges expression and priorities; of who we first are, and where foremost we come within from the and area what of we safety. aspire to be. We are a values-based
Safety
company,
and efficiency
and equality
goes
describes
hand in hand,
how we
but
want
we need
to approach
to start with
people
safety.
and
Is
the
it OK
societies
that people
where
get
we
injured
operate.
when
The
working
Norwegian
for In
continental shelf will remain the backbone of our company, and we will use our Norwegian heritage in our positioning as we
Salah Gas? Of course not, the answer is obvious.
continue growing internationally within oil, gas and renewable energy,” says former Statoil and now Equinor CEO, Eldar Sætre.
Still it happens, and each time it happens it feels meaningless. It could and it should have been avoided. That’s why keeping
As part of changing the name you will notice the new Equinor logo slightly different from the previous Statoil logo. You will
people safe is our top priority and it’s the responsibility of everyone working for the JV.
also notice that e-mail addresses to former Statoil colleagues have changed. During a transition period of 1 year the old e-mail
It has addresses been good will work to experience as before. that we share this commitment. Safety needs to be an integrated part in everything we do every
day!
More
It is
information
a collaborative
will be
effort
given
where
later for
we
timing
need to
of
support
logo and
each
name
other
change
to be
in
able
our JVs.
to improve but it is also personal!
Procedures are important, but unfortunately not enough. It’s the behaviour of each and every one of us and the choices we make
every day that matters. When the choices are based on that, we understand the risk, and we are closer to a sustainable safety
culture. When I put on my safety belt in the car or my hard hat when I ride my bike, it is not because of laws and regulations,
but because I understand the risk.
Within the area of safety we are all leaders and we all have an important role. I really hope that all of you can continue to be
accountable visible and engaged. Look after each other as colleagues.
Safety is personal. In Equinor we have operationalized this into personal commitments that we call I AM SAFETY. Ask
yourself: Where do I need to improve? What areas do I need to strengthen?
My personal commitments within the area of Safety are the following:
I will strengthen my safety leadership by being visible and engaged in my team's safety and security;
I stop, and is clear in my communication that we all have the mandate to stop unsafe behaviour and activities;
I will encourage a safety culture where we openly report and learn from incidents.
Øivind
Best of luck to all of you!
I really look forward to shape the future of In Salah Gas together with you.
Øivind Nilsen
ISG OPS Manager
OPS Manager

HASSI MOUMEN-In Salah- The CEO of the national hydrocarbon group SONATRACH, Abdelmoumen Ould Kaddour, presented SH2030
strategy, on Thursday, 24th of May 2018 and stressed the need to work hard together to achieve the set goals.
The objective of this technical visit was to acknowledge the potential for the future development of four existing fields to ensure the annual production
rate of 9 billion m3 of dry gas as well as presenting Sonatrach 2030 new Strategy.The adviser of Sonatrach's CEO, Mr Fethi Arabi, outlined the
company’s priorities and objectives for the next decade: “Under this strategy, Sonatrach is seeking to rank among the top five oil companies in the
world by 2030’’, he pointed out.
Mr Ould Kaddour stressed the involvement of “motivated and committed” staff in the
implementation of the strategy and the need to communicate the short, medium and
long-term goals of this strategy throughout the country and said he was convinced that
it is essential for the senior management to convey the message to all teams to ensure
the staff shares the same vision and achieve the goals set by the company’s strategy for
2030.“We must work together to achieve the objectives as well as consolidating the
communication links,” Mr Ould Kaddour said , emphasizing, in this regard, that “the
elements of success are in our hands”.
“Equinor is a powerful expression of who we are, where we come from and
what we aspire to be. We are a values-based company, and equality describes
how we want to approach people and the societies where we operate. The
Norwegian continental shelf will remain the backbone of our company, and
we will use our Norwegian heritage in our positioning as we continue
growing internationally within oil, gas and renewable energy,” says former
Statoil and now Equinor CEO, Eldar Sætre.
As part of changing the name you will notice the new Equinor logo slightly
different from the previous Statoil logo. You will also notice that e-mail
addresses to former Statoil colleagues have changed. During a transition
period of 1 year the old e-mail addresses will work as before.
Wipro deployment
Ltd working directly within the ISG project team (ITC and
Document Controllers) substituted a 15 year system which
operated with an old technology.This isn't only a software
upgrade; it is migration from database platform to a better one by
encompassing a total of 289,990 documents .
This project also required to update the web browsers (Internet
explorer and Google chrome) to allow users to gain access to all
documents easily and rapidly .
At the end we would like to thank all the involved team members
and test users who have worked since May 2015 to bring this
project to life.

As part of Southern Field Wells Programme, the final twelve (12) wells will be carried out by ISG Ops-Projects Department.
There will be six (6) wells at Gour Mahmoud field (GMD-5, GMD-8, GMD-15, GMD-13, GMD-14, and GMD-10), five (5)
wells at In Salah field (IS-8, IS-10, IS-15, IS-9 and IS-12) and one (1) at Hassi Moumene field (HMN-7).
In the first quarter of 2018, as per Performance Contract, Projects Team successfully delivered and handed-over GMD-15 on the 3 rd
of March 2018. It was completed safely, as scheduled and within budget.
GMD-15 was put in production on the 20 th of April 2018 and now operates as an integral part of the ISG field production. It was the
second out of twelve (12) Wells delivered by Ops-Projects Teams.
Challenges and risks
Material Handover from SFDP-PIUL to Project
In the beginning of the projects, issues regarding material handover,
certification and field design changes posed challenges and
risks for the team. Employing new and unique approach in
dealing with SFDP-PIUL, Projects Team was able to address all
of these challenges and risks safely.
Camps
At the time of kicking off the Projects Wells Programme,
bedding was severely constrained and other options had to be
explored. We had two main options available to us, first option
is for our contractors to use available Hotels within In Salah
town and the other option was to hire residents from the local
town who would not require accommodation (these also reduced
costs). Using both options resulted in attaining the required
manpower to meet our deadlines.
Distance, Road Conditions and Travel Time
The distance from HMN to GMD is 90 Km’s and In Salah to
GMD is 45 Km’s which is 2 hours and 1 hour travel time each
way respectively, which resulted to shortened work hours.
Another challenge was the poor condition of roads which
increased travel time and risks. All these challenges and risks have
been addressed and mitigated by both ISG and Contractors with
continuous HSE awareness, effective communication, team work,
an efficient work schedule and control that resulted in good
productivity as well as an excellent performance without any
incidents.
Well Stimulation
Another challenge that occurred was a total break (work
stoppage) of five (5) weeks due to stimulation programme which
happened when Civil works was about to reach its peak. The
Construction Team addressed these issues by completing all
works that could be done offsite, prepared and ready for onsite
installation once stimulation is done that leads to preventing
further delays
Lessons Learned from GMD-5
Well Programme Workshop. With the delays in the delivery of
the first well GMD-5, Projects Team decided to hold schedule
workshops and brainstorming sessions to examine the causes of
delays and to develop better action plans/mitigations for the
future wells. The main issues identified and the areas for
improvement targeted, were HSE, Design, Work Execution,
Material Availability, Manpower, Travel and Team Approach.
Delivery of GMD-15
All of the above actions came together and played a major part
in reducing hook up durations from nine (9) months to four (4)
months. The Projects Team working together with Operations in
a “One Team – One Goal” approach delivered GMD-15 safely,
on schedule, within budget and in good quality.

Blame culture is a set of attitudes such as those within a particular business or
organisation which are characterised by an unwillingness to take risks or to accept
responsibility for mistakes due to a fear of criticism or prosecution.
It can lead to a lack of productivity, wasted time, and hard feelings being
created. A blame culture restricts also creativity as employees begin to
fear being blamed and stop making suggestions or trying things new.
When that happens, the pace of change and improvement slows down
and the organisation ceases to offer anything new.
The opposite of blame culture is “No Blame culture”, a problem
solving culture which promotes teamwork and creativity.
This culture is built on the positive belief that employees want to be
fully participative members of high-performing teams, and no one
comes to work with the intention of doing a poor quality job. If a
problem is occurred, the roots of it are searched for in an organisational
deficiency, not in deliberate actions of an employee.
In a “No Blame” culture the employees feel able to offer ideas, highlight issues, and put suggestions forward. When
something goes wrong, the question is "How did that happen and what can we do about it?
The employees are encouraged to speak openly about problems and mistakes. The staff are empowered to be honest
and open about the obstacles to progress.
To avoid or correct a blame culture at work is to encourage taking risks and thinking outside
the box.
The ‘no blame’ concept is fundamental to successful implementation of continuous
improvement and problem solving abilities. By opening up the doors to thinking critically
and helping employees relax by removing the fear of blame, the organization will be able
to get the most out of the staff and access talents that they might not have demonstrated
before.
Key Points
Contributed by Mohamed Cheref
ISG OPS Field Manager

The new company camp at REG was handed over to
operations on the 1 st March 2018 following three years of
construction by the Operations Projects Department.
The Camp has been built to a very high standard and is part
of a modernisation programme at REG including new roads,
airport and in the future military camp.
Initial feedback from the teams working in the new camp
offices is very positive especially the construction teams
who are very happy with their new home.
The camp has been provided with the whole standards
required for the Security Enhancement Project (SEP)
including Perimeter HESCO Fence, Delta Barrier and a
high technologic system of Close Circuit of TV (CCTV)
The aim has been to finish all the Company Camp before
the REG TAR in 2018.
The new camp has 136 cabins made up of refurbished ones from the
old Company Camp at REG, cabins from the former Petrofac Senior
camp at REG and some new cabins from Moduvi.
The camp also has a new clinic, new mosque, recreation room,
gymnasium, restaurant with a full equipped kitchen and bakery,
laundry, guard house and a search building.
The new Camp houses the Operations Logistics and Bas de Vie
teams as well the REG construction teams of ISG, TGCTP &
CTCO.
HMN Military Camp extension
HMN Military camp extension was completed and handed
over on the 10th of March 2018. This comes to support the
additional military deployed to Southern Field. The sixteen
rooms will be used by the Algerian Military as part of the JV
security plan.
This is an important milestone in the continued security
enhancement project for this area of ISG.

The biggest impact on production in any facility, whether it is Oil and Gas, or making widgets, is plant reliability, availability
and maintainability.In today’s environment there is even more pressure to operate our plant 24/7, 365 days a year,
but more importantly, it is operated safely. Traditional methods prescribed are preventative maintenance of plant,
whereby plant is taken out of service to carry out routine maintenance, some of which maybe unnecessary, adding
to production losses and increasing maintenance costs.
ISG has begun a cross functional holistic approach with a view to increasing
our plaint reliability and availability augmenting traditional analytical methods
such as BSI, vibration analysis and oil analysis with technology, data analytics
and innovative approaches to maintenance of our rotating equipment. Key to
this approach is data. Existing systems such as exaquantum and vibration
monitoring systems such as Bentley Nevada “System 1” allow ISG to
determine the health of our assets, in order to make decisions on maintenance
and preventing asset failure.
The next step now is to move this to the next level, through advancing system
1 from a vibration monitoring system to a data acquisition platform, whereby
we can monitor and trend vast amount of rotating equipment data to allow ISG
to expand our knowledge on critical asset health.
This will allow ISG to transform our maintenance strategy from a preventative
maintenance strategy to a condition based strategy allowing ISG to predict our
maintenance requirements, resulting increased plant reliability and
availability, whilst improving its maintainability.
Our Rotating Equipment TA Peter Ogden has initiated a project to upgrade the
existing system 1 platform to the next generation that will allow ISG to do this.
Pic. 1 Condition Monitoring engineer Abdallah
Daddi Moussa Ider acquiring vibration data at REG
In conjunction, we are increasing our condition monitoring team,
who carry out data analytics and assessments of our equipment, and
we are projecting to expand our capabilities within maintenance to
include reliability engineers who will:
1. Identify our “Bad Actors” (repetitive component failures that
impact production) and help ISG identify real and meaningful long
term solutions.
2. Identify where we can extend our maintenance periods and
prolong the life of our assets.
3. Help ISG identify which components and assets are obsolete, so
we can plan effectively for the future. The desired result will be
reducing downtime, reducing production losses and reducing
maintenance costs.
Contributed by Michael Mahon (Maintenance Rotating Team Lead)
& Peter Ogden (Rotating Technical Authority)

The leak testing of TEG Export Pipeline Launcher trap was
successfully completed on the 04 th of May 2018.
This important task was completed by Pipeline department
in cooperation with TEG, HRM, HMN Operations and
Technical Team.
Pipeline Trap Integrity Testing is a key milestone in preparation
for ISG 2018 In-Line Inspection (ILI) surveys of Interfield
Pipelines.
This operation involves following a detailed procedure to ensure
safety is not compromised when conducting high risk task.
Essentially it involves depressuring the trap and upon completing
all verification steps, opening the trap door. This activity is no
simple task as steps have to be taken to ensure any leakage from
the trap MOV has been isolated or discharged to a safe location.
In addition when closing the trap door adequate precautions have
to be made to ensure no compromise of the door seal and will not
leak when trap is re-pressured. Operating the trap door is a very
infrequent activity and only occurs when In-line Inspection Tools
are run in pipelines for integrity surveys.
This activity will be repeated several times to ensure all
pipeline traps (total number of six) at TEG, REG, ICP and
Krechba are ready for ILI survey which will be conducted in
two campaigns: in July and September.
The Pipeline trap is used to insert the ILI tool before launching or
receiving on the pipeline. The current status is four (4) out of (6)
six have been completed with REG and ICP outstanding. The last
time this trap door was opened was 2008! Tech Team Pipeline
Dept. is the SPA for the 2018 ILI Survey Programme. They have
organized operational and risk reviews with Pipeline and Field OPS
to ensure that all preparations were in place to conduct the Trap
Leak Test procedure.
Let assured, you will hear more of the ISG ILI Programme
later in the year. Till then, let’s congratulate Pipeline Dept.,
Field Ops and Technical Team on safely completing high
risk task.

What Is Job Stress?
Job stress can be defined as the harmful physical and emotional
responses that occur when the requirements of the job do not
match the capabilities, resources, or needs of the worker. Job
stress can lead to poor health and even injury.
What are the signs of stress?
When we face a stressful event, our bodies respond by activating
the nervous system and releasing hormones such as adrenalin and
cortisol. These hormones cause physical changes in the body
which help us to react quickly and effectively to get through the
stressful situation. This is sometimes called the ‘fight or flight’
response.
The hormones increase our heart rate, breathing, blood pressure,
metabolism and muscle tension. Our pupils dilate and our
perspiration rate increases.
What are the Causes of Job Stress?
Nearly everyone agrees that job stress results from the
interaction of the worker and the conditions of work. Views
differ, however, on the importance of worker characteristics
versus working conditions as the primary cause of job stress.
These differing viewpoints are important because they
suggest different ways to prevent stress at work.
While these physical changes help us try to meet the challenges
of the stressful situation, they can cause other physical or
psychological symptoms if the stress is ongoing and the physical
changes don’t settle down.
Contributing factors to work stress:
•Working long hours or overtime, working through breaks or
taking work home
•Doing shift work
•Time pressure, working too hard or too fast, or unrealistic
targets
“Health care expenditures are nearly 50%
greater for workers who report high levels
of stress”. Journal of Occupational and
Environmental Medicine
•Having limited control over how you do your work
•Limited input into broader decisions by the business
•Not receiving enough support from supervisors, managers
and/or co-workers
•Job insecurity
•High mental task demands, work that requires high-level
decision making
•A lack of role clarity
•Poor communication
•Conflict with colleagues or managers
•Bullying
•Low levels of recognition and reward
•Work that is emotionally disturbing or requires high
emotional involvement
•Poorly managed change, lack of organizational justice
•Discrimination – whether based on gender, ethnicity, race
or sexuality
In the next issue, you will read:
Workplace stress- Taking action.

Faithful to these principles, the OPS Environment team,
in collaboration with KBA base de vie team, organized a
tree plantation on the 22 nd of April to mark this
memorable international day.
In a warm fraternal atmosphere full of enthusiasm, KBA
employees and team leaders headed by the Field Manager
actively participated in this event.
Earth Day on April 22 nd is the most celebrated
environmental event worldwide. Initiated in 1970, this has
been considered as the birth of the environmental
movement as it gives an opportunity to remind each of us
that the Earth and its ecosystems provide us with life and
sustenance and raise public awareness around the world to
the challenges regarding the well-being of the planet and
all the life it supports.
A sign of their full support, this conveys a clear message
of the environmental policy and proves once again ISG's
top management continuing commitment regarding the
Environmental protection.
It also recognizes a collective responsibility, as called for in the
1992 Rio Declaration, to promote harmony with nature and the
Earth to achieve a just balance among the economic, social and
environmental needs of present and future generations of
humanity.
ISG dedicatedly celebrates Earth Day every year to highlight the
company’s commitment towards environmental protection, to
support nature conservation and promote environmentally friendly
practices.

Just over a year ago we started to look at how we can improve our Control of Work system; the catalyst for this was the
actions for the previous control of work (CoW) audit. During this time the HSE Department has been working closely with
Site Operations Teams in both resolving the audit actions but also how to improve our own sites control of work activities.
The CoW procedure has recently been reviewed to encompass the audit actions. However, we envisage another review within the
next 12 months as many members of staff have some excellent ideas for more improvement.
Inclusive of the release of the updated CoW procedure, two new training courses have been developed by the Training Department;
area Authority and Performing Authority Refresher courses. These were developed to support our staff that currently has
responsibilities within the CoW process.
Procedures review is an important part of the CoW action plan and huge efforts are being made in that regard. Energy Isolation, H2S
procedures were completed on the first quarter of 2018. Task Risk Assessment procedure is currently being reviewed and is close to
being completed; with the release of this procedure additional Hazard Identification Task Risk Assessment (HITRA) training will
become available to be delivered.
Other procedures currently under review are: Lockout / Tag out, Scaffolding, Ground Disturbance, Safety Conservation, Safety
Observation, HSE site induction, HSE contract agreement, Working at height, Respiratory protective equipment and Confined
space entry.
You’ll start to see many HSE procedures being reviewed so it’s your chance to get involved and help with the process playing your
part to improve safety for us all. If you want to get involved please contact your local HSE Engineer.
As a primary reflexion, with a certain HSE terminology, we are all the time in fight against different kinds of threats to people,
to the assets (CPF & equipment), and to the environment.
In this context, we can adopt a scheme for our continuous fight, concerning the HSE organisation and its elements; as a permanent
« Chess Game » which could be held through the whole life. What we can suggest, is to imagine the next format:
1. The Challenger: Hazards & Risks (16 Red Pawns).
2. Your position: Hazard Identification (Hazard Recognition) / Issuing the preventive measures and actions (16 Green Pawns).
So, let start the Game!
The strategy: begin by the different kind of threat facing your position, from the 16 red pawns, which move towards your location
as a « submarine » (you don’t see all the time their evidence), they present a real danger for your personnel, your assets and your
environment. Now, what will you do?
Obviously, you have to stop and block the 16 red pawns progress by putting your 16 green pawns towards each red one. Do you
really think it is easy?
However, from HSE point of view, it’s not about being easy or difficult as the main question is always: Have we identified all the
potential hazards and risks concerning location and activities? If yes, then we should ask: have we implemented an adequate and
efficient HSE management system to cover all activities and location(s)?
Then the point is “To be HSE or not to be HSE! This is the Question”.

The theory of knowledge transfer may seem straight forward, but it’s far more expansive than just a communication of
information. It is not standing around the water cooler or having a one-time meeting to chat about the role and functions.
In fact, knowledge transfer is a purposeful and ongoing strategy with measurable results. In order for it to benefit a business, there
needs to be a willingness to accept, learn and give knowledge that is beneficial to the betterment of the company and it thus
requires special attention to how generations interact within the workplace; especially when recruiting.
Knowledge transfer is commonly thought of when senior members of a team leave and the organisation want to capture their
experience to pass on to new hires. But there are so many other reasons to capture knowledge. Think of onboarding new hires,
interns, or having an employee transfer departments.
All of these instances require knowledge transfer to some degree. How much and what kind of knowledge will depend on the
goals of the desired outcome.
Types of knowledge: Knowledge is both “know-how” and “know-why.” There are two types of knowledge that every employee
should pass on:
Explicit knowledge: is the knowledge that is easily codified, shared and transferred through writing or speaking. It can easily be
picked up from talking to someone, reading a book or looking something up online. Job profiles or descriptions and written
procedures are a good way to share explicit knowledge.The problem is that most people jump into a new job, and then read the
procedures when they want to find an answer to a specific question.
Implicit or tacit knowledge: is the knowledge that is hard to transfer or pass along through writing or verbalization. It is developed
through a person’s experiences, observations, and insights; and requires shared activities with another to transfer or impart that
knowledge.
Each type of knowledge is involved in corporate knowledge transfer plans, but the hardest and most important type to capture is
tacit knowledge because it is picked up and learned over time, and not easily read in a book, document, or website.
The Benefits of Knowledge Transfer: Knowledge transfer is a systematic and purposeful
strategy for capturing critical knowledge from key personnel to store and share with within an
organisation for a maximum efficiency. If executed properly, knowledge transfer can improve the
bottom line performance and ensure maximum efficiency in the workplace. Here are a few benefits:
Eliminate risk management: Hiring can inherently be a high risk activity as the organisation is
investing a significant amount of time and money on the belief that a new employee will be able
to match or exceed their proposed expectations.
In fact, getting the right information to the right people at the right time is still a critical component
to the business’s long-term success; and ensuring all new hires assimilation through knowledge
transfer practices can help eliminate that risk and accelerate the orientation process.
Be ready for any contingency: Knowledge transfer is one of the best ways to capture vital information
about business operations before it leaves. Having higher seniority staff share and teach younger employees
can boost the contingency in the event of turnover.
Create a culture of success: With varying generations in a given workplace, it’s important to create a
culture of success and knowledge transfer can help. Having two-way conversions on workplace knowledge
can benefit the entire staff and let them feel more connected and more inclined to ask questions, present new
ideas, and develop innovative tactics.
In the next issue, you will read:
Develop an Effective Knowledge Transfer System

Training & Development department continues to work with vendors to finalise dates and contract requirements for each programme
on the 2018 Training Plan.
2019 Training Plan:
With regard to the 2019 Training Plan, the department is currently preparing to facilitate the 2019 training requirements for all. All
concerned parties were contacted with a request to identify their 2019 training needs for all staff assigned to each department.
It’s critical that all staff have the opportunity to discuss their training needs with their direct Team Leader to ensure they are assigned
a training programme that will support their development within their current field of expertise. This has direct cost impact to the
business and a direct impact on the individual’s ability to develop and move forward.
Communication with all concerned staff will help to eliminate a common error where staffs are nominated for training programmes
that do not support their current position or future development needs. T&D has worked with all parties to ensure the process is
managed correctly for all concerned.
Internal Training programmes: T&D continues to move forward
with the development and delivery of discipline based training
programmes that are designed to implement a strong knowledge base for
all staff and to ensure individuals gain the required skills to prepare them
for eventual formal assessment via the CMAS programme.
Current proposed training programmes are communicated to the Site
Superintendents every Friday as per the 90 Day Scheduler. This 90 Day
Scheduler can be used by all to identify training programmes that will
support your business needs and identify dates that cater to the Rota Plan
of your staff.
T&D continues to provide flexibility where possible and will have the
trainer deliver across all sites based on the need and availability of staff.
The department will continue to deliver CoW Refresher programmes for
the Performing Authority & Area Authority positions as per the approved
target audience.
TAR HSE Training delivery began on the 04 th of June and will be
completed by the 5 th of July 2018 .
CMAS Programme is currently being re-instated as part of the AIE
Compliance programme. This is done in cooperation with the HSE and
Process groups to identify and formally assess individuals that have been
identified as Area Authorities (AA).
The Training and Development Dept. will continue to develop the
programme and move forward to ensure a robust but functional CMAS
structure in place to address the competency requirements for all
departments.
The Site Supts and the HSE Team have been supportive of our activities
and we hope to build on that as we move forward.
T&D appreciates the continued support provided by all departments.
T&D is in parallel developing several
new programmes that will be offered
across all sites over the next few months:
Process:
- Process De-hydration
-Basis Operation Philosophy
-SFEC Unit Operation
Electrical:
-UPS-AEG
Instrumentation:
-Cause and Effect
-Using Instrument Tools
-Instrumentation Basics for Operations
-PLC
HSE
-HITRA
-Confined Space –Theory
-Working at Height–Theory
-Hazard Identification
-Watchmen Training

How to improve your diet
- Build a Healthy Plate: Monitor what you eat, start with the right-sized plate or bowl.An
adult plate should be 9 inches across, and a child’s plate should be 7 inches across. Fill ½
with fruits and vegetables, ¼ with lean protein, and ¼ with whole grains or starches.
- Eat More Fruits and Vegetables: Fruits and vegetables are the main source of minerals
and vitamins in our diet and contain plenty of fibre, which helps you feel full on fewer
calories.
- Eat Lean Proteins: Foods rich in proteins provide nutrients and can help keep you
full. Try to eat what is in season and add beans and lentils which are excellent sources of
minerals.
What to Choose:
Canned beans: look for low sodium or no salt added and remember to rinse before using;
eggs; chicken and turkey breasts without the skin, or lean cuts of red meat; fish or
shellfish.
- Go for Whole Grains: Whole grains should have the word “whole” as part of the
first ingredient on the ingredients list. The dietary fibre in whole grains can make you feel
full longer and lower your risk of heart disease.
What to Choose:
100% whole grain bread; brown rice and whole wheat pasta.
- Choose water and other healthy drinks: People are consuming more
calories now than ever before, and nearly half of these extra calories come from
sugary drinks such as soda, sports drinks, juice, sweetened coffee and teas. Just
one 20-ounce bottle of soda has 250 calories and more than 16 teaspoons of
sugar.
- Pack Delicious Snacks: Snacks can provide nutrients needed to stay
healthy and prevent chronic disease. Make sure you are really hungry and not
just thirsty, bored or anxious.
What to Choose:
Choose snacks from more than one food group for variety and satisfaction:
fresh fruit and vegetables; plain yogurt; apple or banana slices and a spoonful
of peanut butter or other nut butter; a hard-boiled egg or low-fat string cheese;
a handful of dried fruits and unsalted nut.
- Cook Nutritious Meals: Home-cooked meals are usually more nutritious and less
expensive than meals eaten out. Cooking at home lets you use fresher ingredients and
less salt, saves you money, and lets you control your portions.
Vary the method of cooking to avoid eating too much fat (boil vegetables and other
foods rather than frying them).
- Eat Right When Eating Out: Food servings are bigger today. Some restaurant entrees
or fast-food meals have more than 1,500 calories—almost as many calories as you should have
for the whole day. And almost 80% of the salt we consume comes from packaged food and
restaurants, not from the salt shaker.

Dr Laroui El Hocine was rewarded by ISG OPS Management in recognition of the efforts he has made to put into service some
medical equipment (audiogram, digital vision screener, and a spirometer). These new medical equipment were used for the first time
during the annual medical check-up and this initiative was highly appreciated by all Krechba personnel as well as ISG OPS
management.
This initiative is in fact part of ISG personnel’s commitment to the continued development
of the company and improvement of work conditions as part of the Health and Safety
Committee )Comité d'Hygiène et de Sécurité ) mission.
Thank you Doctor Laroui! Your dedication, extra efforts and willingness to improve
work conditions are contributing positively to the achievement of ISG goals.
Great feedbacks were received from the readers who considered the ISG OPS Newsletter as a very positive way of communication.
The content of the first edition was, according to the readers, encompassing and relevant especially that it contained important
messages on safety, management and leadership.
Since our primary goal is striving for excellence and continual improvement; Dear Readers, your feedback, comments and
proposals are most welcome.

That’s Not My Job !
This is a story about four people named
Everybody, Somebody, Anybody and
Nobody. There was an important job to be
done and Everybody was sure that
Somebody would do it. Anybody could
have done it, but Nobody did it. Somebody
got angry about that, because it was
Everybody’s job. Everybody thought
Anybody could do it, but Nobody realized
that Everybody wouldn’t do it.
It ended up that Everybody blamed
Somebody when Nobody did what
Anybody could have.
R
By Kamel ABDELAZIZ
Across:
1. Performing two or more operations concurrently.
6. A test to ensure the safety, reliability, and leak tightness of pressure systems.
7. Occurring or being done every three years.
11. The act of measuring something in accordance with the procedure and
specifications to ensure its conformance with specific requirements.
12. A process done by replacing the air in the tank with an inert gas, such as nitrogen
to reduce the risk of explosion and prevent unwanted reactions.
14. An activity to remove dirt from inner and outer surfaces.
17.A test performed by filling a vessel or pipe with a liquid (usually water).
18.A person or company that arranges to supply materials or works including
services in accordance with a contract.
19.Isolation of all inlets and all outlets of a capacity or a plant.
20.Stopping the operation or activity of a plant for a temporary period of time.
Down:
2 . Setting up the methodology, how to achieve the project objectives and goals
through the identification of the project requirements.
3 . A type of stationary equipment and shape is a closed cylindrical or hollow
container used for a holding fluid.
4 . A work process to finalize all activities.
5 . A high probability that performs a required function without failure under
stated conditions for a period of time.
8 . An instrument device used to detect the presence of various gases in an area.
9 . Method to detect imperfections of the base material and its mechanical joints
(welded; bonded and soldered joints).
10. The condition of an asset that is properly designed and installed in
accordance with specifications.
13. Maintenance regularly performed on a piece of equipment to lessen the
likelihood of it failing.
15. A temporary structure erected to support access or working platforms.
16. A scheduled and periodic shutdown (total or partial) of a plant for
maintenance related activities.
Please click on the crossword answer key button on the top menu bar
Editorial Team