Publication

#41
The Technip Group internal magazine
DECEMBER 2015
Building
the future
TAKE IT FURTHER
PEOPLE IN ACTION
ONE TECHNIP
SECURITY:
EMBEDDED IN ALL STEPS
OF OUR ACTIVITIES P.10
PROJECT ENGINEERING
MANAGER: AT THE HEART
OF OUR PROJECTS P.15
NEW MILESTONE FOR
GENDER DIVERSITY AND
LAUNCH OF YAMMER P.22
Horizons 41 UK.indd 1
27/11/2015 13:44
Lift Line
Cracking R2R Technology
is Technip staff’s internal magazine. It aims to give you key information about our strategy,
our projects, our teams’ actions, our job families, and Group-wide initiatives.
First State
Regenerator
MUSHROOM
CATALYST
DISTRIBUTOR
FLUID
CATALYTIC CRACKING (FCC)
This
device
distributes the TECHA WORLD-CLASS
catalyst evenly across the
NOLOGY
THAT
ENHANCES
catalyst bed
and ensures
uniform
distributionPRODUCTS
of air
REFINING
CONTENTS
THE PRELUDE FLNG GIANT
Plug
Valve
P.20
and catalyst. The symmetrical
design promotes mechanical
TECHNOLOGIES
reliability.
IS TAKING SHAPE
COMBUSTION AIR RING
The design provides optimum air
distribution and mixing, both vertically
and laterally. It also minimizes
mechanical problems and distributor/nozzle erosion, as well as reduces
capital and maintenance costs compared
to designs offered by other licensers.
SECURITY
EMBEDDED IN ALL STEPS
P.04
OUR PROJECTS
OF OUR ACTIVITIES
Focus on Prelude FLNG
and Prelude Subsea contracts
P.10
TAKE IT FURTHER
Keeping its employees safe and ensuring security of plants, vessels,
operations and projects is one of the Group’s day-to-day priorities.
P.08
P.15
INSIGHT
PEOPLE IN ACTION
CLIENTS SHARE
PROJECT ENGINEERING
MANAGER
THEIR PROJECT
MANAGEMENT
EXPECTATIONS
LEGAL AND COMPLIANCE
THE ROLE THEY PLAY
IN THE BUSINESS
P.18
FACE TO FACE
AT THE HEART
OF OUR PROJECTS
8
countries certified
2014
Brazil, France and Italy
2015
Australia, Malaysia, the UAE,
the UK and the US
P.22
ONE TECHNIP
NEW MILESTONE FOR GENDER DIVERSITY
AND LAUNCH OF YAMMER
CHECK OUT THE DIGITAL ISSUE OF HORIZONS AVAILABLE ON
THE LINK GROUP INTRANET TO WATCH THE VIDEOS MENTIONED
IN THE MAGAZINE.
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 2
27/11/2015 13:44
THE WORD OF THE CHAIRMAN & CEO
Dear Colleagues,
We all know that the prolonged and harsh downturn affecting
the oil & gas industry is impacting our company and results in major
changes in our sector. In such challenging times, it is critical that we
stay focused on our day-to-day activities. What we do every day,
like taking care of safety and quality, delivering our projects, developing
our people and working on new technologies, is what builds the future.
At the same time we are in a period where, more than ever, building
the future also means looking forward; where we have to anticipate
and look at different ways of working to reinforce our current position
and be ready to take advantage of the upturn when it comes. This is
why, right now, we are actively designing and marketing innovative
solutions that help our clients reduce the costs of their projects
– which is what they expect from us the most. We are doing this
by expanding our capabilities, enlarging our portfolio of integrated
solutions and getting involved early in projects, a vision which has
already been positively received by the market.
Preparing for tomorrow is also a tangible way to express our
confidence in the future and progress in spite of tragic events,
whether they are close to us or anywhere in the world, such as those
Our values
which happened in France last November.
You’ll find them throughout
the magazine to highlight
article content.
Remember that “take it further” is in our DNA. So we will adapt
ourselves to be more competitive in the new environment. We will
Our values
You’llour
find them
throughoutexpectations. And
anticipate and innovate to respond to
clients’
the magazine to highlight
article content.
by doing so, in line with one of our four values, we will build our future.
Thank you.
Thierry Pilenko
Our values
You’ll find them throughout
the magazine to highlight
article content.
Our values
OUR VALUES
You’ll find them throughout
the magazine to highlight
article content.
We have 4 values that
have ensured our success
to the present and will
take us forward. By sharing
these values and living
them each day, we are
truly One Technip.
HORIZONS THE TECHNIP GROUP INTERNAL MAGAZINE DECEMBER 2015 #41
You can find all issues of horizons at: The Link Group intranet> About Technip> Publications> Horizons.
Your suggestions for articles are always welcome: groupinternalcommunications@technip.com.
Director of Publication: Christophe Bélorgeot; Editor: Pascale Dumon-Poiret; Associate editor: Laure
Vannerot-Desombre; Photography: Technip Media Library. Design and Production: Unedite. Project
Manager: Sophie Costes; Copywriter: Richard Thompson; Layout: Hugues Jacquemin, Cover photo:
Ilya Kostianovsky (Technip) and Jeong-Hyeon Kim (Samsung Heavy Industries) in front of Prelude FLNG
in construction, Back cover: Anne-Laure Seguette.
The Group Communications Department would like to thank all Technip people who have contributed
to this issue. Technip - 89 av de la Grande Armée, F75116 Paris.
03
Horizons 41 UK.indd 3
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
OUR PROJECTS
OFFSHORE
THE PRELUDE FLNG GIANT
IS TAKING SHAPE
Six years after the Master Agreement with Shell was signed and three years
after the first steel was cut, the game-changing Prelude Floating Liquefied
Natural Gas (FLNG) project is entering the commissioning phase.
M
uch of the world’s natural gas
reserves are located in remote offshore fields.
The distances make getting the gas from the
field to an onshore plant challenging.
So why not bring the gas plant to the field?
That is the innovative concept behind the
Shell Prelude floating LNG(1) facility that the
Technip-Samsung Heavy Industries consortium designed and is currently building at
Geoje yard in South Korea. Made of Technip’s
modules, it will process and chill natural gas
produced at the offshore field in Australia to
-162°C, shrinking its volume by 600. This is a
huge project: at its peak, over 1,000 Technip
people in Paris (France), Chennai (India), Kuala
Lumpur (Malaysia), Dubai (UAE), Geoje (South
Korea) and Perth (Australia) were working on it.
Today there are around 350.
In June 2015, the last of the 14 modules
which in total weigh more than 60,000 tons,
was lifted onto the floating unit. The last parts
of the largest Turret-Mooring System (TMS)
ever built, were lifted in October 2015 and
were followed by the flare in November. The
TMS was designed by SBM Offshore to enable
rotation around the pivoting mooring and
to withstand powerful tropical cyclones. It
will use 16 anchoring lines to remain moored
over the gas field and includes a 93 m turret
that turns slowly in the wind, absorbing the
impact of strong weather conditions. “The
construction team is now heading towards
its last phase, progressively, passing the
relay to the commissioning team to
achieve collective success,” says
1
1 — 3D view of Prelude FLNG.
HORIZONS — DECEMBER 2015 #41
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PROJECT PROFILE
CLIENT: Shell (operator 67.5%).
THREE JOINT VENTURE PARTNERS:
INPEX (17.5%), KOGAS (10%) and CPC
Taiwan (5%).
CONTRACTORS:
Technip - Samsung Consortium (TSC).
Alain Poincheval, Prelude Executive Project
Director. In addition, Technip’s Deep Orient
vessel will execute the mooring hook-up
offshore campaign. Shell also awarded Technip
in 2012 the subsea phase of the Prelude project
(see page 6). Technip Deep Energy, the world’s
fastest pipe layer, began installing the subsea
lines mid-2015.
“We have a pioneering team here, aiming to
make Prelude the reference,” concludes Alain.
LOCATION:
Browse Basin 475 km North of Broome,
Western Australia.
PROJECT SPECS:
TSC project management, engineering,
procurement, installation and commissioning of the Prelude FLNG, including
moorings and hook-ups. Separate
subsea installation contract.
Yard
Teams
Field
(1) Liquefied Natural Gas
THE MEGA ACHIEVEMENTS
OF A MEGA PROJECT
VESSEL
• 600,000-ton displacement, the equivalent
of 6 aircraft carriers
• 488 m long and 74 m wide
• 260,000 tons of steel (36 Eiffel Towers)
PROJECT
• 80,000 tons of topsides
(modules and main deck)
• 1.6 million engineering man hours
in the design phase
• Designed to product 3.6 mtpa(2) of LNG
• More than 40 million overall project
manhours
2
2— Shell Prelude FLNG
after the flare
integration
in November 2015.
SAFETY
• 574,980 manhours of HSE training
• LTI(3) free record: 7.3 million exposure hours
(2) Million tons per annum
(3) Lost Time Injury
05
Horizons 41 UK.indd 5
WATCH THE VIDEO “SHELL PRELUDE
FLNG – BUILDING THE FUTURE
OF LNG” ON TECHNIP INTERNET
WEBSITE/PUBLICATIONS.
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
OUR PROJECTS
SUBSEA
GETTING READY FOR PRELUDE FLNG
SUBSEA INSTALLATION
Shell also chose Technip to perform the subsea installation contract for the Prelude FLNG,
to make sure that the subsea systems are ready for hookup with Prelude on station.
1
3
“The Prelude subsea installation is distinct
from the building of the Prelude FLNG, but
the timing of the two projects are closely
synchronized,” says Bertrand Peuchot, Prelude
Offshore Installation Contract (OIC) Senior
Project Manager. “The Prelude project is a
landmark for Shell and our client wants to ensure
that everything is done right the first time. The
coordination with our other Prelude contract,
with Shell and with the fleet is key to its success.”
Consequently, Shell and Technip share offices
in Perth, Australia, from where the subsea project
is being executed in conjunction with our center
in Kuala Lumpur (Malaysia). Earlier this year, our
spoolbase in Orkanger (Norway) finished welding
and spooling the flowlines provided by Shell
Australia Pty Ltd. They were transported by
Deep Energy to the field offshore Australia and
installed, along with the PLETs(1). This campaign
marked a key milestone for Technip: it was the
first reel-pipelay project in the region for the
Deep Energy.
Currently, the subsea assets, including
the manifolds, christmas trees, and umbilical
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 6
1 — PLET upending and line up for the offshore weld
onboard the Deep Energy.
2 — Winners of the campaign 1B-celebration team building
sailing event.
3 — Transfer of PLETs to the Deep Energy from the supply vessel.
termination assemblies, are being fabricated in
Malaysia by other companies. In 2016, Technip
will perform the fabrication of the rest of the
subsea assets, as well as the installation and the
pre-commissioning. The schedule calls for the
risers and umbilicals to be installed and hooked
up as soon as the FLNG arrives on site. Vessels
from the Group’s fleet will be used again for the
offshore campaigns, including the North Sea
Atlantic and the Deep Orient.
“The Prelude subsea project is really a joint
project with Shell. Our teams are fully integrated.
We share the same project values and objectives.
It enables us to communicate better and makes
all of us accountable for the project’s success,”
says Bertrand.
PRELUDE OFFSHORE
INSTALLATION CONTRACT
(OIC) – PROJECT SHEET
CLIENT: Shell.
LOCATION: Browse Basin 475 km North
of Broome, Western Australia.
PROJECT SPECS: Project management,
transport and installation of rigid
flowlines, PLETs and various subsea
equipment. Management of key
interfaces with the hook-up and
commissioning of the Prelude FLNG
facility.
SITES: Technip’s operating centers
in Perth (Australia), and Kuala Lumpur
(Malaysia), and Technip’s spoolbase
in Orkanger (Norway).
VESSELS: Deep Energy,
North Sea Atlantic and Deep Orient.
(1) PLETs: Pipeline End Terminations.
06
27/11/2015 13:45
SUBSEA
VERTICAL INTEGRATION DELIVERS
BØYLA ON SCHEDULE IN NORWAY
The Bøyla EPIC(1) contract is more than just another North Sea project. Go beyond
the headlines and you will find a project that was operationally complex and
required real technical prowess.
PROJECT PROFILE
CLIENT: Det Norske
Oljeselskap ASA
(previously Marathon
Oil Norge).
LOCATION:
About 225 km west
of Stavanger.
PROJECT SPECS:
Engineering,
Procurement,
Installation and
Construction (EPIC)
contract for rigid pipelines, umbilicals,
spools and subsea structures.
COMPLETION DATE:
Mid 2015.
Technip won the Bøyla development project in
2012. The project was to develop the Bøyla field
using a subsea facility tied back to a FPSO in the
neighboring Alvheim field. All the flowlines, umbilicals and subsea equipment would be provided
by Technip.
We were selected because we offered an integrated solution (see box) that combined design,
engineering, procurement, manufacturing, project management and installation. The project’s
timeline was ambitious, with fabrication work
scheduled to start in 2013 and commissioning in
2015. “We provided the client with a single interface and our schedule was shorter than our competitor’s,” explains Simen Andersen, Bøyla Project
Manager, based in Norway. “This meant the client
could start producing oil faster.”
Two of the biggest challenges were performing procurement early enough to ensure that
fabrication could start on time and coordinating the extensive installation campaign. Technip
Umbilicals plant in Newcastle (UK) manufactured
2 umbilicals with a total length of over 30 km.
Of the 90 km of rigid pipe, over
27 km used high-spec Technip pipein-pipe technology, capable
of delivering the oil to the
FPSO with correct temperature specified in
the flow assurance.
1
1 — North Sea Atlantic offshore team ready for
operation on the Bøyla project.
2 — Skandi Arctic sail away after mobilizing subsea
structures at fabrication yard.
Out at sea, the Deep Energy, Skandi Arctic, North
Sea Atlantic, North Sea Giant from the Technip
fleet and a host of chartered vessels were mobilized for the project. With so many vessels at work
at the same time, scheduling and positioning were
vital, so that the work being done by one vessel did
not interfere with what was performed by another.
“Over 19 nationalities worked on the project and put in over 2 million hours. From the
early design days to the final installation back
in July 2015, we were able to deliver the project
according to schedule thanks to our integrated
approach,” concludes Simen.
(1) EPIC: Engineering, Procurement, Installation, Construction.
THE POWER OF VERTICAL INTEGRATION
When the client signed the deal, they picked Technip
to handle the entire project from end to end: design,
fabrication and installation of the pipes and equipment.
The project team called on Technip’s subsea and offshore
expertise, working closely with Technip Umbilicals, Genesis,
the Orkanger and Evanton spoolbases. A perfect example of
vertical integration in action.
07
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DECEMBER 2015 #41 — HORIZONS
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INSIGHT
INTERVIEW
CLIENTS
SHARE
THEIR PROJECT MANAGEMENT
EXPECTATIONS
Many thanks to our
Houston-based clients
who agreed to share their
views (from left to right
on the photo):
MIKE BEATTIE, General Manager,
Facilities Engineering, Anadarko
STARLEE SYKES, Vice President,
Deepwater Projects, BP
JIM SHORIAK, Vice President,
US Mega Projects, Sasol
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 8
Our clients are facing new challenges due to the current market situation, and they are
looking to us, and, in particular, our Project Management (PM) community, for new solutions and better collaboration. At the North America PM Days held in Houston in October,
three clients were invited to express their views by answering a few questions.
— What do you expect from contractors, like
Technip, given the current environment?
MIKE BEATTIE, GENERAL MANAGER, FACILITIES
ENGINEERING, ANADARKO: Everyone knows that
revenues have tanked and cash flow is lower for oil
companies. We are looking closely at where we
make money and where we spend it. The cash that
oil companies make goes mainly to dividends,
operating costs, and capital, and most often they
refuse to cut dividends. So operating cost and
capital cost have to come down.
According to some estimates, the cost of oil and
gas projects doubled between 2000 and 2015.
In deepwater production, the increase has been
triple or quadruple. Oil companies were focused
on the cost structure of projects before the
price of oil dropped; now it has become even
more critical as the higher cost structure when
combined with the low oil price may render
certain projects non-economic. As we work
continually to maintain the expected safety and
reliability, we must also reduce the development
costs. That way, when prices do go back up, we
will all be in a better position for the rebound.
08
27/11/2015 13:45
PROJECT MANAGERS NEED
TO HAVE A HELICOPTER
VIEW TO UNDERSTAND
THE CONTEXT ABOVE AND
BEYOND THE DAY-TO-DAY.
TECHNIP TOOLS
TO OPTIMIZE
PROJECT
MANAGEMENT
Jim Shoriak, Vice President,
US Mega Projects, Sasol
— What specifically do you expect from our
Project Managers?ent?
JIM SHORIAK, VICE PRESIDENT, US MEGA PROJECTS,
SASOL: We need PMs to be extremely smart about
what goes on in their organization. We expect
them to identify and eliminate inefficiencies,
asking themselves questions like: Can we do one
review instead of three? Or can we set quality
standards in such a way that we don’t have to do
separate quality checks at the end. PMs need to
find ways to cut time and money.
It’s also important to be more sophisticated at
managing compromises. PMs need to have a helicopter view to understand the context above and
beyond the day-to-day. Be self-critical and aware
of where your capability issues are as a person and
as an organization.
Finally, keep your eye on the ball when it comes
to safety. If we don’t have a safe project, then
we don’t have a project. Workforces are worried
about where their next job will be. They’re nervous and need reassuring so that safety doesn’t suffer. Also, in times like these, team development is
extremely critical. You have to fight to keep the
right players on the team. To avoid serious incidents, make sure the mentoring relationships are
in place when developing young people.
—H
ow can we help to make you more successful?
STARLEE SYKES, VICE PRESIDENT, DEEPWATER PROJECTS,
BP: Deliver absolute quality engineering, because
if the finished project doesn’t operate the way
it’s supposed to, we the client can’t turn that
into revenue. Another imperative is transparency and honesty. As a client, what we don’t
want is you to tell us everything is ok then find
out about hidden problems. Contractors are
often afraid to be upfront and honest about
the situation on a project. We fight over change
orders, variation orders instead of working
together on a good outcome. Obsess about
performance, not contracts. And when things
do go wrong, find solutions, not excuses. Instill a
no-blame culture.
Finally, and to link back to the first question,
we don’t want you to cut costs by cutting corners. The key is finding new ways to operate
more efficiently. PMs need to look really hard at
internal processes and challenge them. Ask
yourself, what value do they add? Would you
invest in the project if it was your own money?
The numbers of manhours it takes to do things
are much higher than they were 20-30 years ago.
Safety and compliance have added manhours
to projects, but there is still plenty of room to
streamline internal processes. PMs have to be
more aware of what is happening in their company’s “black boxes,” like the estimating function
or technical centers, in order to challenge them
on the time they spend on work. Find ways to
consolidate internally to be more efficient on
projects—that will produce CAPEX and OPEX
savings.
09
Horizons 41 UK.indd 9
Technip is actively answering
client expectations in terms
of Project Management
through a multi-tier
approach at global level.
Since 2009, the Council
of Project Management
has worked to promote
and develop the community
of project managers across
Technip. Its objectives are
to optimize the sharing
of experience, best practices
and lessons learned among
this key group while
enhancing the tools and
processes that support
this core activity.
In parallel, Technip
University is developing
an academy dedicated
to project management.
This learning arm will be
structured with training on
fundamentals, an advanced
level with advanced courses,
coaching, and an executive
level. It will include a new
program, to be rolled out in
2016, designed to bring
valuable contents to all
project managers and
project directors.
The program will help them
develop their hard skills and
their soft skills, such as early
engagement and effective
collaboration, which are
increasingly important
to our clients.
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
TAKE IT FURTHER
SECURITY
EMBEDDED IN ALL STEPS
OF OUR ACTIVITIES
Technip is operating in all parts of the world, in a geopolitical context
that can be sometimes turbulent. Keeping its employees safe and ensuring
security of plants, vessels, operations and projects is one of
the Group’s day-to-day priorities.
HORIZONS — DECEMBER 2015 #41
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74
crisis exercices in 2014.
2
180
operating centers ISO certified for Business
Continuity Management.
suspect e-mails analyzed each month.
A FEW SECURITY FIGURES
O
ver the years, Technip has built a 360degree approach to security. As an international
oil & gas service company, the Group faces
diverse risks linked to political, geographical or
operational situations. The challenge is to be
able to correctly evaluate and monitor these
risks before they become threats. At stake: taking
the right decisions whenever necessary, at an
early stage, as well as in case of emergency.
This is true at all steps of our business, for
the sake of our personnel, operations and
industrial assets as much as our information and
finances. “Our goal is to provide the same level
of protection to employees and activities at
all times, wherever they are in the world. The
company can be proud of its track record over
the past 10 years – zero fatalities and zero
kidnappings – but we don’t take it for granted,”
says Laurent Mereyde, Group Health Safety
Environment and Security SVP.
1
SMARTravel
AIMS AT ENSURING
YOU HAVE A SAFE AND
SECURE TRAVEL WHEN
YOU ARE ON
A BUSINESS TRIP.
— A KEY EXPERTISE SUPPORTING OUR BUSINESS
Over the years, we have continually developed and enhanced our security skills. We have
our own network of experts that keeps Technip
informed live on the security situation. In all the
countries, regions and oceans where we work, we
track numerous indicators. This allows the security team to analyze evolving threats in real time
and to detect faint signals before they become
big issues. A good example is Money Fraud, which
we identified early on and on which we took
practical and tailor-made measures (see box).
The security analysis is used first when
we intervene in the bid stage, to make a go/
no-go decision for a potential new project.
Along with an on-site security audit, done by
the correspondent in the country, the analysis
is used to draft the Security Plan that is part of
our bid-process and to implement the Technip
Security Management System once the project
is underway. The investigation also steers our
relationship with local governments and communities. Technip always maintains its security
independence but we work closely with local
FOR MORE INFORMATION
GO TO:
The Link Group>Security
>Travellers Security
communities and institutions. It’s one of the
best ways to optimize the security conditions
for our people and projects. Over the life of a
project, the threat analysis continues to anticipate any new security issues. “Our position is to
leave before the situation becomes a problem
and to be the first to return when the threat
level recedes,” explains Laurent.
Of course, security extends to people’s
moves. The security analysis provides the foundational information that we use to prepare and
equip employees for travel through the travelers’ booklet. A new tool, named SMARTravel,
is being progressively implemented. It provides
any Technip employee travelling abroad on a
business trip or assignment with consolidated
security and medical recommendations, and
support in case of need. During the terrorist
attacks which hit Paris in November, the Group’s
security team responded immediately by sending a message to 134 people currently travelling
in the country, and suspended all missions to
France until further notice. Cyber security is also
a big focus nowadays, with a dedicated team
working closely with IT.
— LEVERAGING CROSS-FUNCTIONAL COORDINATION TO ENSURE INCIDENT MANAGEMENT
In the event of a major incident, Emergency
Response Teams are mobilized across the world
and coordinated by the Group crisis management team made up of senior executives and
experts from Corporate Security, Health Safety
11
Horizons 41 UK.indd 11
1 — Emergency response exercise ongoing in Aberdeen,
UK, in October 2015.
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
TAKE IT FURTHER
16
countries
3
ranked level 3.
A FEW SECURITY FIGURES
2
2 — Security and HSE teams on the ground in the Middle East.
and Environment (HSE), Medical, Communications, Human Resources (HR) and Legal. This
was recently the case when massive explosions
rocked the port of Tianjin in China on August
12 while Technip staff was working only 10 km
away on two projects for two different Regions.
From relocation of staff to controlling for toxic
pollution, to resuming work in safe and secure
conditions, decisions were taken through a joint
approach to ensure the health and safety of all
employees on site.
“Security isn’t a silo. To protect all our colleagues we mobilize our network”, says Sean
Olivier, Regional Security officer based in Abu
Dhabi. To this end, a practical incident management system is in place within Technip, with an
emergency numbers card available to everyone.
In the event of an emergency, the first call goes
to the local emergency number of the Manager
on Duty (MOD) (see “How Emergency Response
Works”).
— BUILDING A CULTURE OF SECURITY
THROUGH CONTINUAL IMPROVEMENT
All the projects we execute around the
world and the myriad situations we face are a
vast source of lessons learned. Threats are constantly evolving, so security cannot be static. It
is a forward-moving process, driven by training
3 — Corporate Security Team, from left to right: Laurent Mereyde, Ahmed Tijany, Victoire Patin, Caroline Aurelle,
Marion Escouteloup, Corine Briand, Julien Rambeau.
SECURITY ISN’T A SILO.
TO PROTECT ALL OUR
COLLEAGUES WE MOBILIZE
OUR NETWORK.
Sean Olivier, Regional Security officer
based in Abu Dhabi
our network and our employees. We perform
regular project security audits and track all incidents. After an incident or crisis, an after action
review highlights what worked and what could
be done better in the future.
“We put a lot of emphasis on transparent and
clear communications with employees so they
can improve their individual approach to security,” says Laurent. For example, all employees
sent on assignment receive security and cultural training in order to empower them to behave
responsibly in accordance with the local culture
and situation. Everyone is an actor and security
doesn’t work when you impose it on people; it
works best when people adhere voluntarily to a
culture that they believe and trust in.
WORLD MAP
OF TECHNIP’S
COUNTRY
SECURITY
RISK LEVELS
Leg
As of November 2, 2015.
HORIZONS — DECEMBER 2015 #41
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27/11/2015 13:45
3 QUESTIONS FOR LAURENT MEREYDE, Group HSE and Security SVP
WHAT PEOPLE EXPECT FROM US
IS CLEAR THINKING AND DECISION-MAKING.
THEY HAVE TO BE ABLE TO COUNT ON US
Why is security important
for Technip?
LAURENT MEREYDE: On one hand,
security is one of the enablers
which allows Technip, in liaison
with our sub-contractors, to
successfully and safely deliver
projects to customers. On the
other, it contributes to attract
and retain top talents: no one
wants to put themselves in harms
way, no matter how interesting
the work is. Security is complex
and continuously evolving. In this
context, our team at corporate
and regional level, comprising of
a mix of geo-political experts and
specialists with real, field-tested
experience, is tailored to manage
the challenges faced.
How is it linked to our business?
L. M.: Security is built into our
business from the start. It’s never an
afterthought. The goal is always to
make the right decision at any step
of our activities, to protect people
and assets before a risk becomes
a real threat. The responsibility of
Security is to check and analyze the
situation from the outset. And when
it gives the green light to operations,
it means that it is possible to operate
securely and that all the necessary
security measures are in place.
How does Security as a
function operate within
Technip?
L. M.: We operate in four phases.
Upstream, we do threat analysis
to make sure the conditions
are sufficiently secure for our
employees to work in. During
regular operations, our security
plan, security management
system and training ensure that
security is maintained. In case of
an incident, we go straight into
action to protect our people
and operations. Finally, on an
ongoing basis, we learn from
our experiences, whether during
everyday operations or crisis
situations, and use the lessons
learned to train people and take
our standards and practice to
an even higher level. At every
phase, what people expect from
us is clear thinking and decisionmaking. They have to be able to
count on us.
HOW EMERGENCY RESPONSE WORKS
Manager on Duty (MOD):
The first step in Technip’s incident management system. A local or
regional MOD is available 24/7 in all countries where we operate.
Emergency Response
Team (ERT): Depending on the size and nature of the situation,
we may bring together one or several ERTs, which comprises
representatives of operations (senior executives, project
management) and Security, HSE Medical, Communications, HR and
Legal departments.
Business Continuity Management (BCM):
Once the initial response to the emergency is completed, and all
Technip personnel are safe, the business continuity plan kicks into
gear to get operations back to normal after the disruptive incident.
Legend:
level 1: low security risks
level 2: medium security risks
level 3: high security risks
level 4: extreme security risks
13
Horizons 41 UK.indd 13
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
TAKE IT FURTHER
MONEY FRAUD:
A GROWING THREAT
C
ompanies such as Technip are targeted by
external money frauds. The most common one
is the “Senior Executive fraud”, where fraudsters imitate a senior executive in order to
influence employees and obtain money. “The
principle of such fraud is to put pressure on
the targeted employee by requesting a money
transfer, invoking an urgent and confidential
operation”, explains Rosfarith Goitia, Region B
Treasury & Money Fraud Correspondent, based
in Rome. “We record six attempts targeting Technip monthly, and that number keeps
increasing,” adds Victoire Patin, Group Security
Manager.
Thanks to the vigilance of Technip staff, the
Group has never, up to now, been a victim of
such fraud. “But that doesn’t mean we should
lower our guard,” explains Julien Rambeau,
Group Information Security Manager. “The
fraudsters are getting more sophisticated: they
EXTERNAL
FRAUD
70
ATTEMPTS
HAVE BEEN REPORTED SINCE
THE BEGINNING OF 2015
(ABOUT 6 CASES PER MONTH)
hire experts to use new technologies and they
know how to impersonate emails and phone
numbers, and even imitate voices.”
To combat external fraud, Technip continues
to strengthen its internal controls and processes for authorizing money transfers. “The
first measure is a collective one: the vigilance
and the commitment of all colleagues is the
best mean to fight external frauds. This is
why it is important to report any suspected
attempt to moneyfraud@technip.com. The
second one is to ensure prevention through
awareness and communication of all employees with the support of the regional network,”
concludes Paul-Alain Mulner, Vice President,
Group Treasury Department.
WATCH THE VIDEO “HOW IS
TECHNIP ORGANIZED TO FIGHT
EXTERNAL FRAUD ATTEMPTS?” ON
THE LINK GROUP > SECURITY > MONEY FRAUD
FOR MORE INFORMATION:
READ THE EXTERNAL FRAUD
BOOKLET, ATTACHED TO THIS
MAGAZINE AND AVAILABLE
ON THE LINK GROUP
> SECURITY
THE MONEY FRAUD TEAM IS A GROUP
TREASURY AND SECURITY TASK FORCE,
SUPPORTED BY CORRESPONDENTS OF
ALL REGIONS.
WHAT ABOUT MARITIME SECURITY?
“We pay special attention to the security of our vessels and
crews, wherever they are working, and in particular when
they are transiting through areas where piracy is a threat.
One of these areas is the Gulf of Aden, which we transit
through when on passage from Europe, via the Suez Canal,
to Asia. Before arriving in such high risk areas, our vessels are
fortified and armed guards come on board. We have Maritime
Company Security Officers based in Aberdeen and in Rio who
monitor the security of our fleet, working closely with Group
Security. We know at all times exactly where our vessels are.
The team also trains crews on security procedures.”
MARION ESCOUTELOUP, Corporate Security Manager (Paris) and
RICHARD BRADBURY, Company Security Officer, T-MOS (Aberdeen)
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 14
4
Technip vessels
Technip security navy
tracking system, Technip’s
tool to track the Group’s
vessels at sea.
have transited in piracy high risk areas (Gulf of Aden, East
Africa and Persian Gulf) since the beginning of the year.
14
27/11/2015 13:45
N
S
PEOPLE
PEOPLE IN
IN ACTION
ACTION
CONSTRUCTION MANAGERS
PROJECT ENGINEERING MANAGER
A KEY EXPERTISE
THEPROJECT
HEART
FORAT
OUR
OF OUR PROJECTS
EXECUTION
Whether for subsea or onshore or offshore projects, Project Engineering
Managers play a vital role at the intersection
of execution, engineering
Construction plays
a key role
the execution
of the EPC(1) and EPIC(2) onshore and offshore
disciplines
andinproject
management.
contracts we win. Construction Managers turn the client’s dream and the engineer’s vision
into reality. They have to combine a large array of know-how and skills to get the job done.
W
W
ho puts the “E” in the EPC and
EPIC(1) contracts? This is the job of the Project Engineering Manager or PEM. Taking a closer look at
what is behind these three letters is a great way
to understand exactly what the project dynamic is
and what role PEMs play.
— COORDINATING ALL ENGINEERING MATTERS
A project’s scope is divided into separate
packages of deliverables. Each package is executed by one or more engineering disciplines,
which include, for example, process, electrical,
civil design, or welding. The PEM manages all
the project engineering tasks that are necessary to deliver the packages and ultimately the
final project. Reporting to the Project Manager,
Project Engineering Managers are also responsible
for identifying and allocating engineering resources from the pool of talents available in the Region.
Mixing packages and disciplines creates a
complex and interconnected matrix organization. Changes to one package nearly always have
an impact on the others and the engineering
is directly linked to the execution of the other
stages of the project: procurement, installation
and commissioning. Therefore, any slippage at
engineering stages could severely impact the
overall execution of the project and have costly consequences. “The PEMs set the rhythm of
the project,” explains Bruno Faure, Group SVP,
Subsea Projects & Operations. “They coordinate
the different engineering tasks, while taking into
1
1 — Jubail refinery
in Saudi Arabia.
Yemen LNG project.
Horizons 41 UK.indd 15
15
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
PEOPLE IN ACTION
2
3
2 — Skandi Africa, our new construction vessel (© photo courtesy of Huisman).
account the constraints of safety, quality, cost
and schedule.”
Because of the central role played by project
engineering, the PEM works hand in hand with
the head of the project. “It is a highly visible role,
because the PEM is the technical interface
between Technip’s engineering resources, the
client, the supply chain and the operations,”
explains Arturo Grimaldi, Group SVP Onshore/
Offshore Projects & Operations. “Everything
technical is the responsibility of the PEM.”
—H
ARD ENGINEERING EXPERTISE MEETS SOFT
SKILLS
By definition, Project Engineering Managers
have to have strong engineering skills. Typically,
they work their way up starting from an engineering discipline (such as mechanical or process
engineering for example) to a project engineer,
then they become a PEM. Although there is no
career development limitation for PEMs within
the Group, the specificities of subsea projects
versus onshore-offshore projects mean that
PEMs are most likely to spend most of their
career in their respective segment.
As we can guess, a successful Project Engineering Manager must have capabilities above
and beyond his or her technical competences
and analytical skills. First, they need to be able to
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 16
3 — Bruno Faure on the left and Arturo Grimaldi on the right.
unify a project engineering team and build alignment among its members and other stakeholders. PEMs have to get the best out of suppliers/
subcontractors and create a healthy relationship with the client. Second, they have to have a
holistic view of the project that incorporates
not only the technical side of delivery, but also
the contractual requirements from the client
and towards our subcontractors. “Because of the
central role played by the PEM, they need to see
the whole picture and be involved from day one
right through to handover.”
— B REEDING GROUND FOR FUTURE PROJECT
MANAGERS
The PEM role is a natural breeding ground for
future Project Managers and Directors. “Being a
PEM is a privileged position. There is no better
way to learn how to manage projects,” says Arturo.
“I always tell new PEMs not to be in a hurry to
move on. They should see their time on a project as one of the most valuable experiences they
will ever have. Successfully delivering one project
after another is the best training there is. It teaches you how to mix patience with passion.” Bruno
concludes: “You can spend your whole career in
Project Engineering or you can move up into Project
Management: the door is wide open for PEMs.”
IT IS A HIGHLY
VISIBLE ROLE,
BECAUSE THE PEM
IS THE TECHNICAL
INTERFACE
BETWEEN TECHNIP’S
ENGINEERING
RESOURCES, THE
CLIENT, THE SUPPLY
CHAIN AND THE
OPERATIONS.
Arturo Grimaldi, Group SVP Onshore/
Offshore Projects & Operations
(1) EPC/EPIC Engineering, Procurement, (Installation), Construction.
16
27/11/2015 13:45
3 POINTS OF VIEW
A BIG-PICTURE VIEW OF THE PROJECT
GLOBAL PROJECT
ENGINEERING: ENSURING
DELIVERY EXCELLENCE AND
COST EFFECTIVENESS
BRUNO FAURE, Group SVP, Subsea Projects
& Operations, and Arturo Grimaldi,
Group SVP Onshore/Offshore Projects &
Operations, explain the role of Global
Project Engineering.
I have an educational background as a civil engineer and was a
structural engineer, project engineer and lead engineer before
becoming a Project Engineering Manager. I’m working on the
Asgard subsea compression project for Statoil.
I became a PEM because I wanted to be involved in planning and execution, not just a single
engineering discipline. As the link between the project manager and the engineering team,
I have to have a big-picture view of the project and good communications skills. When you
see the project come to life, it’s a great sense of accomplishment.
REGINA HERMELIN, Project Engineering Manager, Subsea, NSC Stavanger, Norway
GET THE BEST OUT OF THE TEAMS
After working for 8 years as a pipeline engineer in Kuala Lumpur
(Malaysia), 2 years as a prospect manager at Flexi France and almost
a year preparing the engineering proposal for an EPCI(1) bid back in
Malaysia, I started as PEM on the Chevron Bangka project in 2014. What
struck me the most is the importance of the project management part
of my role. I spend most of my time keeping everyone internally and
externally aligned to ensure successful outcome of the project. It has
taught me to be patient, understand people’s needs and get the best
out of the teams.
The Group plays an important role in
developing Project Engineering Managers.
According to Bruno, one of the Group’s
main roles is to ensure that the level of
engineering excellence is consistent from
one project to another, regardless of the
size or location. “One Technip means One
Project Engineering. In cooperation with
the Region and the Project Director, we
validate at Group level the way the project
engineering leadership is organized to make
sure it fits the requirements of the project.”
We also ensure at Group level that all PEMs
share a similar mindset focused on quality,
safety, respect of the schedule and cost
effectiveness in execution. Engineering
decisions have a huge impact on the
project’s budget, most notably in asset
allocation and installation for subsea, and
procurement and construction for onshoreoffshore.
Finally, Group Operations pays close
attention to the pipeline of PEM talents.
“Because we oversee the PEM teams on
projects we are able to identify early on
the most promising talents and develop
them”, concludes Arturo.
SIVANANTHAN JOTHEE, Project Engineering Manager, Subsea, Asia-Pacific Kuala Lumpur, Malaysia
THE RIGHT INFORMATION AT THE RIGHT TIME
I’ve been with Technip since 2000. I’m a chemical engineer,
I spent seven years in process engineering and then joined
project engineering. The key to success as a PEM is getting the
right information at the right time and spreading it as needed,
so that the teams can work together smoothly and effectively.
Building an onshore facility, like the high-density polyethylene
(HDPE) plant I’m currently working on, is the result of many
people and processes. My role is to get everyone work
together and head in the same direction.
ALBERTA CREMONINI, Project Engineering Manager, Onshore, Region B, Rome, Italy
FOR MORE INFORMATION, CLICK ON THIS LINK
TO WATCH THE VIDEO INTERVIEWS OF PROJECT
ENGINEERING MANAGERS
17
Horizons 41 UK.indd 17
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
FACE TO FACE
GROUP LEGAL
A PARTNER HELPING
THE BUSINESS ACHIEVE
COMMON GOALS
Following his appointment in October as Group General Counsel, we sat down with John Freeman to talk about his
vision of Legal and Compliance, the role they play in the business and what this means for the future.
—W
hat are the responsibilities of General Counsel?
GET LEGAL
AND COMPLIANCE
INVOLVED AS
EARLY AS POSSIBLE
IN THE PROJECT.
JOHN FREEMAN: If you look at Technip, the
Group’s requirements in terms of legal services
fall into two main categories. On one side of the
equation, you have the Group corporate affairs:
all the legal entity and governance matters; mergers, acquisitions and divestments; legal structures;
and real estate. On the other side, you have all the
legal matters related to business and operations,
our projects, and their execution. These also
include Compliance and Intellectual Property.
Finally, Group Legal works closely with the Group
Insurance Department and Group Finance.
—W
hy are Legal and Compliance important to the
company?
John Freeman, Group General Counsel
J. F.: I think it all relates to risk management.
Legal matters and compliance issues are a
source of risk for the business. A poorly written
contract can have financial consequences. The
same goes for the conditions governing an acquisition or merger. When it comes to Ethics &
Compliance, it’s about protecting the company
and its people. Today’s regulations are increasingly complex and ever-changing. We need to
provide employees sufficient tools and support to ensure that we continue to comply with
laws—and do the right thing—in the countries
in which we operate (See box).
—W
hat is your vision of Legal and Compliance?
J. F.: Fundamentally, I see our function as a
business partner helping the company to de-risk
the decision-making process. That explains, for
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 18
example, why as General Counsel I also sit on the
Group Executive Committee. I can contribute my
counsel and my advice to the discussions.
I want to get away from any stereotype of
Legal or Compliance being the “department
that always says no.” As part of One Technip,
we share the same goals as the project teams.
I would really like the business to see us as a
partner helping them get to the outcome they
want and the goals they set.
So, how are we going to do that? I like to draw
the parallel with safety and quality. In these two
areas, we have evolved as an organization away
from a strictly punitive, enforcement-driven
approach, to a corporate culture approach
based on personal responsibility, where safety
and quality are deeply woven into our DNA.
I want to see Legal and Compliance take inspiration from the approach of Pulse and Quartz and
become even closer partners with operations.
—H
ow should the businesses work with you?
J. F.: There are three guiding principles. First,
get Legal and Compliance involved as early
as possible in the project. Don’t wait until the
last minute, when decisions need to be made
under pressure. That just increases the risk.
Second, we need to be transparent with each
other because without transparency there cannot be true teamwork. The more we know, the
better we can support the operational teams.
Last, but not least, everyone around the table
needs to be clear on what the goals are from
the start. We need to be focused on delivering
18
27/11/2015 13:45
ETHICS & COMPLIANCE
OR HOW TO DO THE RIGHT THING
John Freeman, Group General Counsel and Nathalie Gouache,
SVP Group Chief Compliance Officer
an outcome that satisfies the client and protects Technip, its people and its business.
—D
oes your appointment mean the legal department
will be reorganized?
J. F.: No. We have a fantastic legal department
that will continue to work the way it has. I told
the teams when I arrived that our job is to provide continuity, consistency and clarity in the
way we operate and in the way we work with the
Regions and the business. In tough market conditions like those we face today, stability frees up
our energies to focus on supporting the business,
not rearranging our organization. By being proactive, knowledgeable and helping reduce risks,
Legal and Compliance will provide operations
with the information and tools to do the right
thing and achieve common goals.
Nathalie Gouache, SVP Group Chief Compliance Officer,
shares her views about Ethics & Compliance culture.
Coming from Region A, where I was Group Vice President Legal, and
Regional Compliance Officer, I saw firsthand the engagement of the teams
to do the right thing. Our engagement is the key driver to build trust not
only among ourselves but also with our clients and partners. We all take
pride in delivering our projects not only at client’s satisfaction and safely,
but also ethically. This is what Ethics and Compliance culture is about.
Dealing with ethical issues is a challenge that we have to tackle all together,
and Ethics & Compliance teams are on the front line when it comes to
protecting the company and our people. The best way to protect the
teams and the company is by ensuring the awareness of compliance risks
and exposure in an ever-changing regulatory environment that is becoming
increasingly complex. This is a permanent focus.
Pro-activity, anticipation of compliance risks as well as sharing information
about ethical dilemmas are necessary. Ethics & Compliance teams have
developed simple tools to help operational teams navigate the Ethics &
Compliance landscape of their projects. Embedding our compliance pillars,
these tools include tailored Project Compliance Programs, joint venture
frameworks, and dedicated training sessions or like processes which are now
applied on most of our EPC Projects.
19
Horizons 41 UK.indd 19
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:45
TECHNOLOGIES
FLUID CATALYTIC CRACKING (FCC)
A WORLD-CLASS TECHNOLOGY
THAT ENHANCES
REFINING PRODUCTS
Schematic of Technip’s
proprietary Resid Fluid Catalytic
Cracking R2R Technology
Catalyst
Lift Line
Catalyst
Lift Line
First State
Regenerator
efiners are constantly challenged with finding
flexible, cost effective ways to maximize profitability from
a barrel of crude oil. That means improving operating performance and reliability over a range of feedstocks. One
proven approach is to process the lowest cost crudes or
other opportunity feeds and convert them into lighter,
higher value products such as gasoline and propylene. The
primary conversion unit that can accomplish this is the
Fluid Catalytic Cracking Unit (FCC), a leading proprietary technology provided by Technip and implemented
across the industry, including on Technip projects.
The history of this FCC technology begins with an alliance
of four companies: Technip, Total Petroleum, IFPEN and
Axens. Together, the alliance companies have successfully
collaborated in the design, development and implementation of the technology for more than 30 years. The alliance has licensed 60 grassroots units, including the world’s
largest resid FCC unit located in the Middle East, and performed more than 250 revamp projects for units of every
major licensor of FCC designs.
Our center of excellence for this technology is embedded within Technip Stone & Webster Process Technology’s
operating center in Houston, Texas (US). The team primarily
includes engineers and technologists who have the knowhow and experience to design, develop, and execute FCC
projects. Services typically begin with a study or process
design package, and may evolve into basic/detailed engineering and supply of proprietary equipment (examples on
drawing).
With continuous improvement a top priority, the team is
also working on the next generation of FCC design which
will provide even more flexibility for long-term profitability
and process integration with petrochemical facilities.
Horizons 41 UK.indd 20
Second Stage
Regenerator
Schematic of Technip’s
proprietary Resid Fluid Catalytic
Cracking R2R Technology
R
HORIZONS — DECEMBER 2015 #41
Second Stage
Regenerator
MUSHROOM
CATALYST
DISTRIBUTOR
Plug
Valve
First State
Regenerator
This device distributes the
MUSHROOM
catalyst evenly across the
CATALYST
catalyst bed and ensures
DISTRIBUTOR
uniform distribution of air
Plug
Valve
and catalyst.
The symmetrical
This device
distributes
the
design
promotes
catalyst
evenly
across mechanical
the
reliability.
catalyst
bed and ensures
uniform distribution of air
and catalyst. The symmetrical
design promotes mechanical
reliability.
COMBUSTION AIR RING
20
The design provides optimum air
distribution and mixing, both vertically
and laterally. It also minimizes
COMBUSTION
AIR and
RING
mechanical problems
distributor/nozzle
erosion,
as well
The design
provides
optimum
airas reduces
capital and
costs compared
distribution
and maintenance
mixing, both vertically
to designs
by other licensers.
and laterally.
It offered
also minimizes
mechanical problems and distributor/nozzle erosion, as well as reduces
capital and maintenance costs compared
to designs offered by other licensers.
27/11/2015 13:46
RISER SEPARATION
SYSTEM (RS2)
This device promotes rapid
separation of hydrocarbons
from catalyst, minimizing
post riser reactions and
providing excellent
operational stability.
The special design is
tolerant to process upsets
and efficient through the
full range of operation.
Regenerated
Catalyst
Withdrawl
Well
RISER SEPARATION
SYSTEM (RS2)
This device promotes rapid
separation of hydrocarbons
from catalyst, minimizing
post riser reactions and
providing excellent
operational stability.
The special design is
tolerant to process upsets
and efficient through the Reactor/
Disengager
full range of operation.
Regenerated
Catalyst
Withdrawl
Well
d Stage
erator
Reactor/
Disengager
STRIPPER PACKING
The packing, which
Technip offers exclusively
through an alliance with
Stripper
Koch-Glitsch, removes
Steam Ring
hydrocarbons from the
spent catalyst. It increases Reactor Riser
liquid yields and reduces Spent Catalyst
regenerator temperature
Slide Value
and emissions resulting in
Regenerated Catalyst
better yield selectivity.
Slide Valve
The simple but innovative
design is low maintenance
and easy to install.
yst
ine
Stripper
Steam Ring
tate
erator
Reactor Riser
Spent Catalyst
Slide Value
Plug
Valve
STRIPPER PACKING
The packing, which
Technip offers exclusively
through an alliance with
Koch-Glitsch, removes
hydrocarbons from the
spent catalyst. It increases
liquid yields and reduces
regenerator temperature
and emissions resulting in
better yield selectivity.
The simple but innovative
design is low maintenance
and easy to install.
Regenerated Catalyst
Slide Valve
FEED INJECTORS
FEED INJECTORS
This device has a unique
design that maximizes the
atomization and distribution of oil droplets injected
into the catalyst. The result
is an increase in yield
selectivity, decrease of
delta coke, and increased
conversion at lower outlet
temperature for resid and
vacuum gas oil feedstocks.
Location of FCC
unit in a refinery
Location of FCC
unit in a refinery
This device has a unique
design that maximizes the
atomization and distribution of oil droplets injected
into the catalyst. The result
is an increase in yield
selectivity, decrease of
delta coke, and increased
conversion at lower outlet
temperature for resid and
vacuum gas oil feedstocks.
Hydrogen
Gasoline
Gasoline, Aromatics
Isomerization
LPG
Hydrogen
Isomerization
LPG
Crude
Distillation
Naphta
Hydrotreating
Jet, Diesel
Catalytic
Reforming
Gasoline
Naphta
HydrotreatingGasoline, Aromatics
Crude
Catalytic
Reforming
FCC
Jet, Diesel
Jet, Diesel
Hydrocracking
FCC
Gasoline
Gasoline
Hydrocracking
Jet, Diesel
Gasoline
Gasoline
Vacuum
Distillation
Mid-Distillate
Hydrotreating
Alkylation
Alkylation
Cycle oil to
hydrotreating
or hydrocracking
Cycle oil to
hydrotreating
or hydrocracking
Mid-Distillate
Hydrotreating
m
n
Visbreaker
Visbreaker
Horizons 41 UK.indd 21
21
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:46
ONE TECHNIP
EDGE CERTIFICATION
NEW MILESTONE IN OUR JOURNEY
TOWARDS GENDER DIVERSITY
Gender Diversity is a key priority for
Technip and our strategy is focused
on 3 main areas: raising awareness,
consistent communication, and
measuring our progress, which has
seen some important improvement.
T
he results of our gender diversity activities
are measured accurately thanks to Technip’s
adoption of the EDGE global assessment and
objective 3rd party certification system. We
have reached an important milestone in 2015
in our journey to One Technip in terms of
Gender Diversity: 8 countries are now certified to the EDGE(1) standard, and all Regions
are represented within this assessment process (see illustration).
The EDGE process produces comprehensive,
country-specific reports covering areas such
as recruitment and promotion, leadership
development, training and mentoring, flexible working and company culture. Based on
this valuable information, each entity develops a targeted action plan for improvement.
‘“Measurement against a global standard is a
critical step on the way to a more equitable
workplace for men and women,” says Katrine
Sharp, Vice President, Group Sustainable
Development & Gender Diversity.
Why is it important to measure Gender
Diversity against a global standard? First, in
business what gets measured tends to get
done. Equally important is the quality of the
measurement itself. EDGE is grounded in a
rigorous methodology and process, which is
HORIZONS — DECEMBER 2015 #41
Horizons 41 UK.indd 22
Katrine Sharp, Vice President, Group Sustainable
Development & Gender Diversity.
why it has been endorsed by business, government and academic leaders. It involves a
deep analysis of company gender statistics, a
review of the policies and practices in place
and it also takes into account the views of
employees themselves through an independently administered employee survey. “EDGE
certification is an important step towards
becoming a more inclusive and Gender Intelligent organization,” concludes Katrine.
(1) Economic Dividends for Gender Equality.
MEASUREMENT
AGAINST A GLOBAL
STANDARD IS A CRITICAL
STEP ON THE WAY
TO A MORE EQUITABLE
WORKPLACE FOR MEN
AND WOMEN.
VISIT THE DEDICATED PAGE AND
WATCH THE FILM ON THE GROUP
INTRANET: THE LINK GROUP
> ABOUT TECHNIP > GENDER DIVERSITY
22
27/11/2015 13:46
INTERNAL SOCIAL NETWORK
DO YOU YAMMER?
IT WORKS!
Who never dreamed of a powerful, easy-to-use tool for
online collaboration to make life easier? Here’s proof
that Yammer can get the job done!!
F
or weeks, someone in Technip in Norway had
been looking for someone in the organization
with experience in specific piggyback clamps for
flexibles. He had sent out an email to everyone in
his own office, with no luck and the e-mail came
to our Perth office in Australia. Robby O’Sullivan,
a Regional Technology Officer based in Perth,
Australia posted his request in the Call For
Expertise Group on Yammer and, within hours,
he had a response — several of them, in fact.
This wasn’t an isolated event. The new Yammer internal social network has been tangibly
helping people around Technip to save time and
collaborate more effectively. That is why, after a
successful 18-month pilot testing phase in Subsea, Yammer was rolled out to the whole company in October.
Every Technip employee with an email address can join Yammer. It is built into the new
Microsoft Office 365 package, which is also being implemented across the Group.
— YAMMER MEANS BUSINESS
Yammer at Technip is meant to be a place to
collaborate, share and communicate. People can
get together online by forming a group to have
conversations and collaborate on files. Groups
can also be set up around areas of interest, such
as technology, projects, disciplines or departments. For example, the Animation & Multimedia
group brings together users who work with 3D
modeling software and produce animations across
the Group. Barry Young, a Lead Technical Animator in Aberdeen, UK, pointed out that he is hugely
impressed by all that he has seen so far. “I wasn’t
aware that so many people at Technip were producing 3D models and animations. Exchanging tips,
custom tools and 3D models has already had a
profound effect on my workflow and productivity.”
— THE TECHNIP ONLINE COMMUNITY
By allowing us to easily join forces and bridge
departments and geographies beyond borders,
Yammer also reinforces mutual comprehension and ultimately strengthens our corporate
culture. On the operational side, it is important
to know how to correctly use this new tool by
reading the Yammer Usage Policy and Do’s and
Don’ts. To help you make the most of it, the
Yammer Support group is available to provide
support and tips at all times.
So, if you are not yet a user, it’s time to join
your 10,000 colleagues who are already connected. We look forward to seeing you on Yammer very soon!
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GETTING STARTED
Click on the Yammer icon at
https://portal.office.com
and log in with your Technip
email address and password.
You can connect via your PC’s browser
(preferably Chrome), your smartphone
or tablet.
The next step is to complete your profile
and keep it updated. Then join the groups
of your choice and be an active user.
We encourage you to join the Yammer
Support group and the Call for Expertise
group for starters. If you don’t find the
group you’re looking for, go ahead and
create one! You can read the group
administrator’s kit for more information.
DECEMBER 2015 #41 — HORIZONS
27/11/2015 13:46
Boost collaboration on our
Internal Social Network
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30/11/2015 08:39