THE

A newsletter for the employees of Qatargas Operating Company Limited

SEPTEMBER 2006. ISSUE NO. 109
PIONEER
Q-Max:
The future of LNG shipping
Scorecard July 2006
Published by: The Public Relations Department, Qatargas Operating Company Limited., P. O. Box 22666, Doha, Qatar
Tel: (974) 4736 000, Fax: 4736 666, Website: www.qatargas.com
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical,
photocopying or otherwise without the prior permission of the Public Relations Department, Qatargas Operating Company Limited.
Our aim is to create an Incident
and Injury Free site at Qatargas.
However, for statistical purposes,
targets for motor vehicle incidents
and medical treatments are based
on Year 2002 actual figures.
Except for Near Miss Reports, we
encourage reporting of all near
misses so that the hazardous con-
ditions can be eradicated as soon
as possible, through
corrective actions.
Total near miss cases also include
those derived from different catego-
ries of incidents/accidents reported
such as medical treatment, first
aid, minor/major fire, vehicle
incidents, spill/release etc.
These derived near misses were
also included in the Total Near-
Miss reports due to their potential
to escalate into more
serious incidents.
Please note the attached graphs
giving an annualized overview of
KPI statistics
Qatargas SEQ Monthly Safety Statistics
Net LNG Production 2006 Field Condensate Production 2006


Budget Cumulative Budget
Actual Cumulative Actual
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18000
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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Event Description Qatargas Contractors
Date of last LTA 1-Jul-02 26-Apr-03 Date of last LTA 1-Jul-02 26-Apr-03 Date of last LTA 1-Jul-02 26-Apr-03 Date of last LTA 1-Jul-02 26-Apr-03
Days worked since last Lost Time Accident 1,4 Days worked since last Lost Time Accident 1,491 1,192
Personnel hours worked since last Lost Time Injury 9,382,840 7,291,121 9,382,840 7,291,121 9,382,840 7,291,121
Hours worked since last Lost Time Injury (04-26-03) 14,897,732






QG 2006 QG 2006
Business
Plan Targets
Event Description Qatargas Contractors
Current Year to Current Year to Current Year to Current Year to Current Year to Current Year to Current Year to Current Year to
Plan Targets Plan Targets
Current Year to Current Year to Current Year to Current Year to Current Year to Current Year to
Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date Month Date
Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0
Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3
Number of Occupational Illnesses (OI) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Number of First Aid Cases (FAC) 1 4 1 1 0 5 4 1 1 0 5 4 1 1 0 5 4 1 1 0 5 4 1 1 0 5 4 1 1 0 5 4 1 1 0 5
Number of Off the Job Injuries (OJI) 0 2 0 N/A 0 N/A
Number of Major Fires 0 Number of Major Fires 0 0 0 N/A N/A 0 0 N/A N/A 0 0 N/A N/A 0 0 N/A N/A
Number of Minor Fires 0 2 0 N/A 0 N/A
Number of Vehicle Incidents 0 Number of Vehicle Incidents 0 0 2 1 0 0 2 1 0 0 2 1 0 0
Number of Env. Releases 0 Number of Env. Releases 0 0 0 N/A 0 N/A
Number of Env. Spills 0 2 0 N/A Number of Env. Spills 0 2 0 N/A Number of Env. Spills 0 2 0 N/A Number of Env. Spills 0 2 0 N/A Number of Env. Spills 0 2 0 N/A Number of Env. Spills 0 2 0 N/A Number of Env. Spills 0 2 0 N/A
Number of Moderate to High Risk Potential Incidents 2 20 100 N/A Number of Moderate to High Risk Potential Incidents 2 20 100 N/A Number of Moderate to High Risk Potential Incidents 2 20 100 N/A Number of Moderate to High Risk Potential Incidents 2 20 100 N/A Number of Moderate to High Risk Potential Incidents 2 20 100 N/A Number of Moderate to High Risk Potential Incidents 2 20 100 N/A Number of Moderate to High Risk Potential Incidents 2 20 100 N/A N/A
Number of Incident Notication 11 106 >500 106 >500 106 >500 106 >500
Number of STOP cards 161 1338 Number of STOP cards 161 1338 Number of STOP cards 161 1338 Number of STOP cards 161 1338 Number of STOP cards 161 1338 >7000
Days Lost due to LTA 0 0 Days Lost due to LTA 0 0 Days Lost due to LTA 0 0 0 0 0 0
Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640 Hours Worked this Month 182,512 62,640
Hours Worked this Year 1, 1, 1, 1,189,208 400,192
Hours Worked combined (QG/Contractor) 1,589,400
Industry
Year to Date Benchmark Year to Date
LTA Frequency Rate 0.00 0.26 0.00 LTA Frequency Rate 0.00 0.26 0.00 LTA Frequency Rate 0.00 0.26 0.00 LTA Frequency Rate 0.00 0.26 0.00
LTA Severity Rate 0.00 3.12 0.00 LTA Severity Rate 0.00 3.12 0.00 LTA Severity Rate 0.00 3.12 0.00 LTA Severity Rate 0.00 3.12 0.00
Event Description Qatargas Contractors Event Description Qatargas Contractors
Current Year to Current Year to
Month Date Month Date
Number of Lost Time Accidents (LTA) 0 0 0 0 0 0
Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3
0 0 0 0
4 1 1 0 5 4 1 1 0 5
0 0 N/A N/A 0 0 N/A N/A
2 1 0 0 2 1 0 0

0 0 0 0
Hours Worked this Month 182,512 62,640

LTA Frequency Rate 0.00 0.26 0.00 LTA Frequency Rate 0.00 0.26 0.00
LTA Severity Rate 0.00 3.12 0.00 LTA Severity Rate 0.00 3.12 0.00
Event Description Qatargas Contractors Event Description Qatargas Contractors
Current Year to Current Year to Current Year to Current Year to
Month Date Month Date Month Date Month Date
Number of Lost Time Accidents (LTA) 0 0 0 0 0 0 Number of Lost Time Accidents (LTA) 0 0 0 0 0 0
Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3 Number of Medical Treatment Cases (MTC) 0 1 0 0 0 3
0 0 0 0 0 0 0 0
4 1 1 0 5 4 1 1 0 5
0 0 N/A N/A 0 0 N/A N/A
Number of Env. Spills 0 2 0 N/A
Number of Moderate to High Risk Potential Incidents 2 20 100 N/A
106 >500
Number of STOP cards 161 1338
Hours Worked this Month 182,512 62,640


LTA Frequency Rate 0.00 0.26 0.00
LTA Severity Rate 0.00 3.12 0.00
600000
500000
400000
300000
200000
100000
0
2 1 0 0
0 0






CEO Address
Background
In December 1996, the first of the 10
Q-Fleet vessels was delivered to Qatargas
and the final link in the chain was about to
be forged. The Al Zubarah loaded her first
cargo at Ras Laffan and safely delivered
a cargo of Liquefied Natural Gas (LNG) to
Chubu Electric at their Chita Terminal in
Japan. Since that time over 1100 cargoes
have been delivered safely to our Japanese
customers.
Today
To maintain a safe and reliable
transportation link, requires the support,
commitment and cooperation of many
other parties, as well as an experienced
well-organised group of marine experts.
It is imperative, as in all Qatargas
departments, that we maintain and
encourage our teams to ensure maximum
output and high morale. The Shipping
Departments close relationship with QG
Operations department is fundamental to
achieving our goal of maximizing utilization,
and preventing any unnecessary shut down
of our plant due to non-availability of
shipping. To date I am happy to report that
we have been successful in this goal.
We maintain a close relationship with
our consortium of shipowners, Mitsui
OSK Lines, NYK and K-Line, and monitor
carefully the annual budgets. We have
to look ahead and anticipate any major
replacement works that may require
attention, and plan accordingly. Qatargas
supports the shipowners during the routine
drydock maintenance periods and plays a
major role in the final cost negotiations.
We are constantly searching for new
ideas to make the operation more cost
effective and environmentally friendly. We
were the first LNG company to change to
an innovative silicone hull paint in line
with our Direction Statement. This paint
is biocide free and emits no chemicals to
the sea, unlike conventional hull coatings.
The initial cost was high, but the long term
benefits have more than compensated for
this investment with savings of between 2-
6% on fuel recorded.
Future
The future is exciting but holds many
challenges. We have embarked on an
extensive ship building program in South
Korea which will see the delivery of eight
Q-Flex LNG vessels by early 2008. These
vessels are capable of transporting up
to 216,000 m3 of LNG, compared to
the 135,000 m3 capacity of the existing
Qatargas fleet. This is not the only
difference.
The new vessels will have redundancy
in all critical equipment, including two
diesel engines, two propellers and two
rudders. This will make them safer and
more maneuverable, and also allow routine
engine maintenance to be carried out in
port, whilst always having one engine on
stand-by in case the vessel has to leave
quickly.
In addition to the eight Q-Flex vessels
identified for Qatargas 2 Train 4, a further
25 vessels of both the Q-Flex and Q-Max
design will be required for the planned
expansion. To cope with this unprecedented
ship building program, Qatargas has set
up a highly qualified site team in each of
the three Korean yards, Hyundai, Samsung
and Daewoo. These teams will oversee
the construction of all the required vessels,
including around 14 vessels for RasGas.
The port of Ras Laffan is also undergoing
a huge change in order to accommodate the
arrival of these vessels. LNG Berth #3 is
already completed and capable of accepting
the larger dimensions of the Q-Flex and
Q-Max vessels. A further LNG berth is being
constructed within the existing harbour,
with the remaining five berths forming part
of the on-going expansion project.
The receiving terminal in South Hook,
Milford Haven is also well underway and
on track to be ready to receive the first
shipments during the winter of 2007/2008.
Qatargas is fast approaching its 10th
anniversary of LNG production, with the
first cargo loaded onto the Al Zubarah
in December 1996. There have been
many changes during this relatively short
period, but the changes that lie ahead are
enormous, and will require the commitment
and experience of all Qatargas employees to
navigate through to a successful conclusion.
Finally Id like to thank all those
involved in the expansion projects whether
they be on land or at sea, for their tireless
efforts to achieve the aim of our Direction
Statement To be the best !
Faisal M. Al Suwaidi
Chairman and Chief Executive Officer
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 3
The future is exciting but
holds many challenges
LNG ships have been in service for 40
years and their size and designs were very
much standardised. Until 2002, the size of
plant, production and shipment of LNG was
based on geography and Sales and Purchase
Agreements (SPAs).
Geography dictated the market in terms
of source of supply and customers demand.
Indonesian, Malaysian and Australian
PIONEERING
A step change in
ship design
generation companies these numbers were
rather easy to calculate and long term
forecasts of demand could be accurately
predicted as could the schedule of supply
volumes.
In short, the symbiotic relationship
between the SPA, the plant size, the
proximity to the market and the
conventionally accepted design and size
sources supplied the Far East. Algeria and
Nigeria were the bed-rock of LNG exporters
west of Suez and supplied to North America
and Europe.
The volumes of ships matched the size of
the production trains and the requirements
of the SPAs, which were based in part on
customers predicted need of gas. As the
customers for the gas were primarily power
4 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
Q
atargas is pioneering the development of a new breed of Liquefied Natural Gas (LNG)
tankers. Referred to as Q-Max, the ships, designed by a team of first class engineers led by Andy
Richardson from Qatargas 2 , have made a quantum leap in the capacities of LNG carriers.
PIONEERING
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 5
of the ship, resulted in a very logical
and tight set of drivers that was ripe for a
catalyst to bring a new order.
In the early nineties Qatar, with its vast
reserves of non-associated natural gas,
entered the market when Qatargas signed
SPAs with a total of eight Japanese power
companies to supply six million tonnes per
annum (MTPA) of LNG for 25 years. The gas
was to be supplied from Qatargas 1s three
LNG trains that each had a design capacity
of 2 MTPA.
These agreements were established in
a similar way to that in which the industry
had established itself elsewhere and so ship
capacities in the order of 135,000 cubic
metres where built to match the plant
capacities of 2-3 MTPA per liquefaction train
and SPA requirements.
A fleet of 10 LNG tankers were
commissioned in the conventional size of
135,000 cubic metres using five spherical
aluminium tanks to contain the cargo. The
vessels each had a single rudder and screw
that was driven by a steam turbine capable
of being powered by either heavy fuel oil or
boil-off gas from the cargo.
A new era
But Qatar not only had reserves in
abundance, its geographic location meant
that markets in Europe and even North
America were potentially available as were
those in the Far East. The economics of
profitably doing business in these markets
would require serious consideration given
deal in the history of the hydrocarbon
industry. This triggered the start of
feasibility studies by the QGII teams which
soon resulted in the conceptual designs
for the large capacity trains and new large
ships.
Later, in July 2003, QP and US-based
ConocoPhillips signed an agreement for
Qatargas 3, a development that called for
delivery of LNG to primarily the USA. The
partners decided to base this, US$ 5 billion
scheme, on the QG 2 train and ship designs,
with a single new train to be built at Ras
Laffan, additional shipping capacity and
a receiving terminal in America. This was
followed in February 2005 when QP and
Royal Dutch Shell signed an agreement for
the development of yet another 7.8 MTPA
the size of the existing plant and vessels
currently in service. It was clear that only
the benefits of increased economies of scale
available from bigger production plants
and vessels would make these markets
competitively feasible.
In June 2002 those new horizons
beckoned when a Heads of Agreement
(HOA) document was signed between
Qatar Petroleum (QP) and ExxonMobil to
supply LNG to the United Kingdom (UK)
by the winter of 2007/2008. The project
and venture agreements were signed in late
2004 and called for the development of two
LNG trains to supply 15.6 MTPA of LNG
from Qatar to the UK and North Europe for
25 years. Known as the Qatargas 2 project
it was, at almost US$ 13 billion, the biggest
Four primary considerations were the key to the development of the ships design.
These were Safety, Quality, Reliability and the capability to be constructed in
almost any major shipyard worldwide.
PIONEERING
6 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
project called Qatargas 4 that would
also primarily supply the growing North
American gas market, and which would also
be based on the same designs.
Rethink of the
status quo
With the signing of the QG 2 HOA,
the catalyst to rethink the status quo had
arrived. The new production trains would
be almost four times the size of the original
nameplate capacity of the first three QG
trains. The new voyages were now to more
distant western markets and the customers
were no longer solely power companies with
predictable demand. The time for a new
breed of ships had dawned.
The current fleet of 135,000 cubic metre
capacity ships chartered by Qatargas were
configured in what had become the standard
specification with a single screw and
steam turbine driven power train. To take
advantage of the new market opportunities
and demands, Qatargas realised that the
ships needed to become bigger and more
efficient in order to dramatically lower
transport costs.
In mid 2002 a team of marine experts
from ExxonMobil and Qatargas was formed
within the Qatargas 2 project to deliver this
step change.
Radical thinking was employed by this
Shipping Team, under the leadership of
Andy Richardson. Instead of starting with
how big the vessels needed to be to deliver
the cargoes contracted for, the engineers
Given that envelope, it was also
suspected that cargo volume should be
maximized by using membrane containment
technology instead of spherical aluminum
containers. In broad brush strokes the result
was the plan for a ship with a capacity
of 250 - 265,000 cubic metres, almost
80% more than the largest LNG tankers
built to date and a swathe of technical and
commercial challenges to be met.
turned the question upside down and
asked how big could they be? and quickly
developed some basic parameters as a
target.
The largest size of ship that could be
accommodated safely at its home loading
port of Ras Laffan was taken as the logical
limiting factor. Thus the target physical
dimensions of the ship were derived as
being 345 metres long by 55 metres wide
with a draft of 12 metres.
Wherever possible new technologies were considered and used with the
goal of not only improving safety and efficiency but also with a mind on
the environment.
PIONEERING
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 7
Questions and the
quest for answers
Bigger ships would mean less frequent
sailings, but to ensure they would be
feasible the ships must be welcomed and
capable of docking at their target customer
ports. Would the ship sizes and mooring
loads be manageable at the ports of
destination?
Four primary considerations were the
key to the development of the ship designs.
These were safety, quality, reliability, and the
capability to be constructed in almost any
major shipyard worldwide. A fundamental
goal was to provide a ship which was equal
provides the load bearing strength for the
containment system and the membrane
containment system and its integral
insulation system would need to transfer
the internal stresses created by the liquid
cargo without deformation or damage. It
was critical to design and qualify membrane
containment systems to ensure all shipyards
could compete in later bidding (many
shipyards are licensed for only spherical
systems).
Could the membrane systems already
in service on other vessels be scaled up for
service in such large vessels?
These and many other technical
questions were responded to by the team
with support from shareholder experts.
Many months of hard work were put into
answering these questions, developing the
specifications, and qualifying the results.
We really had to re-think established
practices and in some instances break long
held beliefs. Thinking outside the box
had to replace its done that way because
thats the way its done, this was not always
easy but we never lost sight of our goal
bigger, better, and more economic ships
for Qatar with the highest possible safety
and quality; said Andy Richardson.
At each new hurdle new solutions were
developed and each was examined under
the rigorous Technology Qualification
Management System (TQMS) from
ExxonMobil.
Gradually our hard work began to pay
off and the design of the ships, systems
compliance and abilities were clarified and
proven to be build-able; commented Andy
on how they overcame the challenges.
The ships would have multiple
redundancies in all critical areas. They
would have five separate membrane tanks
to or better than the existing steam turbine
vessels.
If they could be built, would the logic
and economics of using some of the cargo
for propulsion remain valid? The voyages
would be longer and the ships bigger. The
gas would still boil off, so to retain the
shipped volume would require additional
plant onboard to re-liquefy it.
In ships with spherical tanks the strength
and integrity of the vessels hull is unrelated
to the static and hydrodynamic loads
induced by the liquid cargo. The spherical
tanks alone accommodate the loads and
mechanical stresses imposed by the cargo.
With membrane tanks, the internal hull
PIONEERING
8 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
encased in a double hull with primary
and secondary membrane barriers for
LNG containment. Twin screws and twin
rudders would ensure both increased
maneuverability and continued propulsion
should one drive train be unserviceable.
After detailed consideration the method
of propulsion selected was slow speed diesel
engines. These are more thermally efficient
than steam turbines and therefore burn
less fuel resulting in approximately a 30%
reduction in overall emissions. In order
for the full original cargo to be retained
it was necessary to include on-board
re-liquefaction plant. The specification
also called for 100% redundancy in this
equipment.
Crew security was improved by
designing a ship that would more readily
meet the expectations of the International
Ship and Port Security code (ISPS) and
meet the highest requirements of the
International Maritime Organization (IMO).
Additional to improving safety and
efficiency, preservation of the environment
They have taken LNG ship design and
construction in a new direction and to a new
level they have changed the industry and
reduced our transport costs by over 30%.
I cant say enough about the hard work,
endless hours, and innovation these guys
have put into this. And of course its not
over yet. Andy and his team are now in the
middle of building the ships they pioneered
they should launch the first Q-Flex in
September with another 40 plus ships to
follow; said James Adams, Chief Operating
Officer QG 2 Venture.
The Ships in
Operation
LNG tankers, with no major accidents
or events during the past 40 years, are
arguably amongst the safest vessels afloat.
Their design and useful service life is in the
order of 40 years. That period and their
continued safe operation is dependant upon
a high level of competence of the officers
and crew, and a high standard of vessel
maintenance and operation. The Qatargas
was considered and the latest thinking,
methods and technologies to support that
goal were employed. Oil and other waste
tanks would not be located adjacent to
the outer hull, and toxin free silicon-based
antifouling coatings were specified. Fire
fighting specification on the new ships
was also upgraded using combinations of
Hi-Ex foam, Hi-fog water systems and safer
and cleaner fire extinguishing agents to
eliminate the need for CO2 a first for LNG
ships.
To maintain the economies of scale but
allow access to other discharge terminals
unable to accommodate the Q-Max vessel,
smaller version of the Q-Max has also been
developed, and in fact the specifications and
testing for this version were completed first.
Q-Flex, as it is known, is 30 metres shorter
at 315 metres and 5 metres narrower at 50
metres, with the same draft of 12 metres.
Q-Flex has a capacity of around 215,000
cubic metres.
The team has done an amazing
job, always persevering, always finding
solutions, overcoming every challenge.
PIONEERING
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 9
Operating Company Shipping Department
has a major role to play in this regard.
Each time an LNG vessel docks at its
home port in Ras Laffan to receive a new
cargo, routine safety checks are conducted.
Later, during the loading operation a
representative of the Shipping Department
is assigned to the vessel to ensure that the
loading operation is completed safely and
efficiently.
During the ships voyages, the shipping
department is aware of the location and
condition of each vessel in real time and is
also able to provide voyage instructions to
the ships during their transit.
The existing fleet of conventional ships,
built to service the needs of the original
Qatargas SPAs, is owned and operated by
a group of Japanese companies with the
financial support for the capital cost from
Japanese banks. The terms of the SPAs
dictate that these vessels are on a 25 year
charter to Qatargas for the purpose of
delivering cargoes of LNG to Japan.
For that period of 25 years from the
commencement of the charter, Qatargas
pays for the services of each vessel on a
Cost Pass Through basis. This means that
the owner/operators are not confined to
a fixed cost for the daily operating costs,
but are recompensed for all expenditure
incurred during the normal running of
the vessel. This contractual arrangement
requires a high level of oversight from
Qatargas (the chartering company),
but results in a very well operated and
maintained vessel. This is a win-win
situation as a ship in good and safe
condition will operate without unplanned
stops at its peak ability and efficiency.
Qatar Gas Transport Company (QGTC)
will have up to 100% equity interest in
the new vessels which will be chartered
to Qatargas to deliver the cargo to various
buyers under different Sales and Purchase
Agreements. Other owners including OSG
and Pronav will also have interests in some
ships. The Charter Party between QGTC
and Qatargas will involve a fixed daily
sum to be paid by the chartering company
(Qatargas) to the owner (QGTC) during
on-hire periods. While QGTC is continuing
to establish itself as a bona fide ship owner
and operator, the ship management will
initially be contracted out to a third party.
The use and condition of the vessels will
continue to be monitored by Qatargas
Shipping Department as will the voyages
and schedules of the ships. The commercial
terms will also allow more flexibility
regarding the destination of the new vessels
and provide greater freedom to change or
re-route consignments during transit.
Although the new contracts for the
new ships are more flexible, the focus on
management remains the same: Manage
the fleet - Manage the asset.
Ports at which the new fleet can visit
need to be approved. Currently Q-Max and
Q-Flex vessels are confirmed for US-Golden
Pass on the Sabine River in the U.S. and
South Hook in Milford Haven UK. The
Adriatic Terminal off Italy is confirmed for
the Q-Flex vessels. The number of ports
accepting the new class of ship is growing.
This process involves several different
stakeholders and is based on compatibility,
not only with the port but also the safe
handling systems and downstream storage
capacity for the huge volumes of LNG to
be delivered. Currently ports in the USA,
Europe, Japan and Korea are in the process
of detailed work for approval leading to
confirmation.
The arrival of Q-Max and Q-Flex is a sea
change in the shipping world .The first eight
vessels are due to be delivered during the
winter of 2007/2008 and the fleet will grow
significantly over the next few years.
Qatar is a leader in the LNG industry and
is taking full advantage of the opportunity
to provide experience and training to Qatari
graduates with the commitment and focus
to achieve senior positions in shipbuilding,
ship safety and maintenance as well as ship
management through Qatargas Shipping
Project and Shipping Departments.
Next edition QFlex/QMax Shipping
Acquisition how Qatargas pioneered a new
means for acquiring in one pass, the world's
largest commercial ship order since World
War II.
Each time an LNG vessel docks at its home port in Ras Laffan to
receive a new cargo, routine safety checks are conducted
CUSTOMERS
10 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
Q
atargas has recently achieved a major
milestone when LNG vessel Maersk
Qatar unloaded the first Qatari lean LNG to
Chita Terminal in central Japan on 26 June
2006. Qatargas 1 Trains 1-3 produce rich
LNG and all the LNG cargoes delivered by
Qatargas 1 since the first delivery in 1997
have been rich LNG.
Lean LNG is a mixture of hydrocarbon
gases in a cryogenic liquid state and
contains mainly methane, ethane, trace
amount of propane and heavier. It has less
heating value and density relative to rich
LNG explains Mr. Mahmoud Kassem, Chief
Chemist of Qatargas.
Qatargas 2 Trains 4 and 5 and Qatargas
3 & 4 Trains 6 and 7 will produce lean LNG
in order to meet market requirements.
Typically the Far East market such as Japan
and Korea takes rich LNG and the European
and US markets take lean LNG.
The lean LNG cargo onboard Maersk
Qatar was delivered as one of the
additional cargoes sold to Japan to meet
their strong demand this year on top of
Long Term Sales and Purchase Agreement
quantity. As Qatargas 1s LNG trains were
already running at full capacity, some of the
additional cargoes were supplied by RasGas
whose Train 4 already produces lean LNG.
This first delivery of Qatari lean LNG to
Japan was successful thanks to the efforts
and coordination made by both Qatargas
and its customer. In order to receive a
different grade of LNG, Chita terminal,
which handles cargoes for both Chubu
Electric and Toho Gas, needed careful
scheduling and tank operation. There was
also intensive exchange of information on
the specification of the lean LNG.
By delivering lean LNG to Japan,
Qatargas is now in a position to offer a
diversified portfolio of LNG to meet the
needs of its long term Japanese buyers.
First Lean LNG delivery to
the Japanese Market
CUSTOMERS
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 11
A
A
ceremony was held onboard the
vessel Methane Polar on 24 May 2006
to mark the start up of cargo deliveries
under Qatargas 1s Sales and Purchase
Agreement (SPA) with Spains Gas
Natural.
The SPA was signed on 1st July 2004
and first cargo was loaded to the LNG vessel
Norman Lady on 7 May 2006 at Ras Laffan.
The SPA will be effective until 2025 and
approximately 0.74 million tonnes of LNG
will be delivered annually.
Gas Natural and Qatargas 1 have
four Liquefied Natural Gas (LNG) SPAs
in place (including this SPA) and in total
approximately three million tons of LNG is
delivered to Gas Natural annually, which
makes Gas Natural the second largest LNG
customer for Qatargas1 by quantity after
Chubu Electric.
A delegation of four senior executives
from Gas Natural, Mr. Francisco F.
Santamara, Deputy Chief Executive Officer
of Repsol-Gas Natural LNG, Mr. Alberto
Gonzalez the Trading Director, Mr. Carlos
Humphrey the LNG Supply Manager and
Mrs. Concha Ramos the LNG Logistics
Manager attended this ceremony. Attendees
from Qatargas included COO-Operations,
Sales Administration Manager, Shipping
Manager and Business Scheduling Manager.
Mr. Jacques Azibert, on behalf of
Qatargas conveyed his appreciation to
Gas Natural for their great cooperation
in making this deal successful, while Mr.
Santamaria, replied that this will help
further the relationship between the two
companies .
The Gas Natural Group is an energy
services multinational whose activities
Another milestone for Qatargas-Gas Natural's
long term relationship:
Ceremony for Buyer-Transported LNG Sales Agreement cargo delivery
On 17 May 2006, H.E. Masahiko
Horie, the Ambassador of Japan
to Qatar (3rd right in the picture),
witnessed the LNG loading operation at
Ras Laffan Port and visited a Qatargas
1 chartered LNG vessel Dukhan.
Mr. Joseph Angelil from Ras Laffan
Industrial City and representatives
from Mitsui OSK Line (operator of the
vessel) also joined the visit. The guests
were welcomed by the Captains warm
hospitality.
commercialisation of natural gas in Spain,
Latin America and Italy, where it has almost
10 million customers. At 31 December
2005, the number of gas distribution
customers in Spain was 5,134,000, and
the Group's distribution network in Spain
increased by almost 2,100 kilometres during
2005 to a total of 39,611 kilometres. Gas
Natural also has over 475,000 residential
customers for electricity sales in Spain.
ENVIRONMENT
12 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
T
he first International Cooling
Seawater Specialists and Operators
Conference was held in Qatar recently
with delegates from around the world
present to discuss the issues facing a
variety of industries.
The conference organized by
Qatargas under the auspices of
Supreme Council for the Environment
and Nature Reserves and coordinated
by KEMA was held over two days at the
InterContinental Hotel in Doha.
Jacques Azibert, Chief Operating
Officer from Operations at Qatargas
opened the conference on behalf of Mr
Faisal Al Sudwaidi.
In opening the conference
Mr Azibert said; Qatargas sees
conferences held under the auspices
of the Supreme Council in conjunction
with industry as a prime example of
the leadership role that industry and
regulators working together can play in
advancing responsible development;
The first Cooling Water Conference
held in Doha
Qatargas is one link in a chain of
industrial partners who are all focused
on environmental stewardship and
responsible industrial development
in this region. Qatargas for its part,
is focus on continually improving
its environmental performance with
respect to cooling seawater.
Industrial seawater is a vital part
of modern life in the Gulf States. The
petro-chemical, power and water
desalination industries rely on the
marine environment. Minimizing
the environmental footprint of these
industries is critical to sustainable
development in the region.
Delegates from industry in the
United Kingdom, United States , Europe
and other Gulf States participated in
the conference.

Qatargas is one link in a chain of industrial partners who are all focused
on environmental stewardship and responsible industrial development in
this region

-Jacques Azibert, Chief Operating Officer - Operations
PEOPLE
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 13
Q

atargas participated in the College
of the North Atlantic (Qatar)
QQ
Career Fair. The Qatargas stand manned
by Company employees was kept busy
addressing requests for information
from enthusiastic students about career
QATARGAS AT CNAQ
prospects in the Company and about the
LNG industry in general.
The Company has been an active
supporter of the College and its programs
since its establishment. Qatargas
employees are members of various subject
committees and advisory boards at the
College and a number of young nationals
are currently pursuing various CNAQ
certificate and diploma programs under
the Companys sponsorship.
S
EQ Department conducted an internal audit course
which covers ISO 9K, ISO 14K and OHASA 18K at
Alwaha club in July. The course was conducted by DNV
and there were 15 participants from different groups in
Qatargas.
Participants become certified internal auditors and
they will conduct the ISO internal audit at Qatargas plus
support their departments in audit preparation and future
improvements in the system.
Internal Audit Training
O

nce again this year in accordance
with established Qatargas tradition,
Qatargas Chief Executive Officer (CEO),
Mr Faisal Al-Suwaidi, convened separate
Convocations for national trainees
and graduates on development. The
Convocations are an integral part of the
Companys Quality Qatarization strategy.
They are aimed at reviewing the status of
the various programs designed to support
the smooth integration of nationals into
the organization, at identifying any issues
arising, and exchanging suggestions on
how to enhance current programs.
The Convocations are held as
collaborative forums for the open
exchange of information between senior
management and nationals on training or
development towards target positions.
CEO Convocations for National Trainees
and Graduates on Development
As in previous Convocations, the
CEO reiterated the Companys relentless
commitment to national development.
Established employees who support
the development of nationals are
valued by the Company and will not be
disadvantaged in any way by the progress
of their national colleagues.
Encouraging young nationals to speak
up and provide their comments and
suggestions regarding their programs,
Mr Al-Suwaidi also stressed that despite
whatever the Company provides in
terms of support, each individual is
ultimately responsible for his or her
own career. Any national demonstrating
their competence to do the job would
be placed in the position. It had to be
understood that development programs
are competency-based and are flexible
with regard to duration. It really depends
on the individuals own efforts how
long, or short, his or her program will
be. Although the Company will provide
all necessary training courses to support
peoples development, it must also
be understood that the best and most
effective learning is on the job , in the
workplace itself. The workplace provides
numerous learning opportunities. It was
up to individuals to take advantage of
these and move ahead with their career.
The process of national development
at Qatargas is guided by the Development
Committee for Nationals (DCFN) which
comprises the CEO, all Group Managers,
the Human Resources Manager, and the
Head of Training & Development. The
My career is my responsibility

PEOPLE
14 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
PEOPLE
DCFN mandates an annual confidential
audit whereby perceptions of national
trainees and graduates regarding
the quality and consistency of their
programs are solicited through a series
of confidential interviews. This year, as
in previous Convocations, the results of
the audits were presented and remedial
actions agreed. In a wide-ranging
presentation, Mrs Aida Al-Shahri the
Human Resources Manager, reported on
actions taken as a result of last years
events and details of other planned
activities in support of employee
development.
Each of the Companys Group
Managers reported on what their
departments had done during the year
to further the localization process and
questions and recommendations from the
participants were addressed.
Proceedings were enlivened by the
motivational contributions of established
Qatari employees:
- Sheikh Ahmad Al Thani (Offshore
Manager)
- Hassan Abu Khamis (Fire Chief)
- Mashael Al-Muhannadi (P&P
Coordinator)
- Faraj N. Mubarak (Organization
Advisor, Southhook Terminal)
These volunteer speakers recounted
their own personal career histories and
advised younger participants on personal
strategies to adopt for future career
success.
In addition to discussing programs and
plans, it is equally important to recognize
the significant contributions of people in
the Company who helped to move the
Quality Qatarization process forward. In
this regard, the CEO distributed awards
to trainees and graduates who excelled in
their development programs, and also to
coaches and mentors whose outstanding
contributions merited special recognition.
The CEO also presented special
department awards to three departments
which had exhibited exemplary
dedication to the development of their
nationals during the preceding year:
Plant Operations, Plant Maintenance, and
Commercial & Shipping.
As a result of the Convocations, action
plans were drawn up to address key
issues identified by participants.
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 15
UPDATES
16 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
Qatargas 2 Project marches on...
installation and start-up in late 2007.
As engineering and procurement
activities on the Onshore Project near
completion, construction activities at
Ras Laffan site have been ramping up
at a rapid pace. Significant progress
has been achieved by CTJV in the areas
of foundations, buildings, structural
steel, undergrounds and piping. Train
4 machinery from GE/Nuevo-Pignone,
major liquefaction equipment by APCI as
well as many vessels and heat exchangers
have been delivered to the Ras Laffan
construction site and installed.
The Common Facilities Projects
include Common Lean LNG Storage and
Loading facilities, Common Sulfur, and
Common Single Point Mooring (SPM)
subprojects are progressing on schedule
to support the QG 2 startup dates.
The five Lean LNG Tanks (Nos. 1,
2, 3, 4 and 5) are at various stages of
construction with the roof of Tank 1
successfully air-lifted on August 14.
Detailed design for Berth 5 marine
structure has commenced and pre-FEED
studies for Berth 6 are underway.
With the engineering on the Common
Sulfur well advanced, the construction
activities at site have picked up.
Construction of foundations for the
Sulfur Storage building have commenced
and site offices will be opened in the near
future.
Contracts for the Common SPM
Project have been awarded and works
have been initiated for the new offshore
condensate offloading system, which will
ease ship traffic in the port and allow
more efficient loading of LNG ships.
All eight Q-Flex LNG ships are
currently in various stages of fabrication
in Korea and orders have been placed
for six Q-Max ships to handle LNG from
Train 5.
At the South Hook Receiving Terminal
in Wales, work is well underway on Berth
facilities, LNG tanks and the balance
of the reliquefaction plant. With the
connection to the UK gas grid also being
progressed in parallel, all elements of
the supply chain are being put in place
for the planned delivery of gas to the UK
grid during the winter of 2007-2008.
T
he Qatargas 2 (QG 2) Project for
LNG Trains 4 and 5 at Qatargas is
made up of several subprojects namely,
Drilling, Offshore, Onshore, Common
Facilities, Shipping, and South Hook
LNG Terminal. Engineering, Procurement
and Construction (EPC) activities on
all subprojects are well underway
and progressing at a pace required to
deliver the first Liquefied Natural Gas
(LNG) cargo in Quarter 2, 2008. With
approximately 21,000 contractors and
company personnel currently working
at various worldwide project locations,
QG 2 project has, since its inception,
worked approximately 48 million
man-hours.
Drilling on two of the three platforms
has been completed and completions on
Wellhead-4 and Wellhead-5 are underway
while the batch drilling at Wellhead-6
continues. The overall drilling program
is ahead of schedule. The Wellhead-5
Production deck has been successfully
lifted and set on legs in the Abu Dhabi
fabrication yard and work is proceeding
in parallel for the Wellhead-6 Production
deck. The offshore topsides and the
offshore pipelines are on schedule for
UPDATES
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 17
Development on track for Qatargas 3&4
T

he Qatargas 3&4 project, in
conjunction with embedding a safe
working culture for all its employees, is
making good progress in the construction
of its onshore and offshore facilities.
In June 2006 the Joint Asset
Development Team (JADT) celebrated
2.5 million man hours without a Lost
Time Injury (LTI). The Incident and
Injury Free (IIF) campaign has been
initiated and all of the integrated project
team will attend an orientation session.
As well members of the JADT will
attend a Safety Commitment Workshop
and some will become Orientation
Session Leaders who will then lead the
orientation sessions.
In addition to the achievement of the
JADT, one of the JADTs contractors also
celebrated a significant safety milestone.
The Noble Chuck Syring drilling rig
achieved 10 years without an LTI during
its six well drilling campaign offshore.
The appraisal drilling campaign, which
will finish in September 2006, has been
successful and provided important
subsurface data to the JADT as it prepares
for the drilling of its development wells
starting in January 2007. Three drilling
rigs will be operating simultaneously to
develop the Qatargas 3&4 block.
Construction of offshore jackets by
J. R. McDermott in Dubai is progressing
on schedule with the first two jackets
loaded onto barges for installation in
August 2006. The third and final jacket
construction is well advanced and will
be ready to be installed in October
2006. The jackets form the base for the
new offshore platforms required for the
development of Qatargas 3&4.
In addition to the jacket construction
McDermott was awarded the multi-
million dollar contract to build and install
the topsides for the three platforms.
The topsides will be fabricated at the
McDermott facility in Dubai. The
installation of the topsides is scheduled
for fourth quarter 2008.
Work is also progressing well on
the pipelines, Mitsui was awarded
the contract to supply the line and
fittings required for the work scope.
WorleyParsons was awarded the contract
to perform Detailed Engineering for the
pipeline system.
Onshore, early works and site
preparation work are underway. This
work includes the installation of fresh
cooling water lines and preparations for
the labour camps.
18 | The Pioneer| September 2006 - Issue No. 109 www.qatargas.com
UPDATES
Laffan Refinery taking shape
on a 12.5 kilometer pipeline corridor. Work
has started on laying the sleepers for
these pipelines. There are five to six tonnes
of pipe currently on site, awaiting work
prior to installation at the pipe fabrication
yard located within the Refinery project
boundaries. Pipeline installation is expected
to begin in October 2006.
Work is also being carried out in the jetty
area where two 28 lines are being installed
on the Lee Breakwaters to berth 2B which
will be the dedicated Refinery berth. The
existing 12' loading arms will be replaced
by 16 arms for cope with the increased
product export loading rates.
At the Refinery site, the foundations for
heavy equipment are being put in place for
equipment arrivals in October. Progress
on the buildings is on track to meet the
Quarter 4 2006 target completion date.
The Concrete Batch Plant is currently
being commissioned and will supply
directly to site all of the Refinerys concrete
requirements.
There are many Refinery interfaces for
the project with Qatargas 1 and RasGas
which are being managed by a special
Management of Change Committee. The
results of the Committees work will be seen
shortly during the September shutdown of
Qatargas Train 1, when all the tie-ins for the
Amine Regeneration Unit will be completed.
The utilization of the shutdown is a good
example of the synergies and efficiencies
created through the Committee.
In September the final Steering
Committee meeting will be held prior to the
official establishment of the Laffan Refinery
Companys Board.
O
ne of the four major projects at
Qatargas, the Laffan Refinery is now well
underway. There are three key areas of
activity for the Refinery the process
facilities, the interconnection pipeline
corridor and the storage and loading
facilities.
Construction in the Tank Farm area
is progressing well. The Refinery is
constructing five new storage tanks of
80,000 cubic meters capacity each. The
second shell on the first tank is now
completed with work on the other tanks
going well. The target date for completion
of the Tank Farm is Quarter 3, 2007. The
Refinery will also be refurbishing six existing
RasGas and four Qatargas tanks in order to
store the refined products; Naphtha, Kerojet
and Gasoil.
The condensate and product tanks will
be interconnected to the Refinery via piping
STEER Club launched
some 150,000,000 kilometers away. This
will promote our team spirit and unique
identity.
Each member is asked to provide initial
and subsequent kilometers of the vehicle(s)
on six-monthly intervals. Members of the
club will have the opportunity to take part
in periodic fabulous raffle draws and foster
a safer driving culture in Qatar. Encourage
your family and friends to join as well.
Details are available from STEER Club
Managing Committee representatives below.
To sign up as a member you will need to
send details* on:
- Name
- Contact telephone number & e-mail
- Vehicle plate number
- Initial kilometer reading
- Date of reading - Date of reading - Date of reading
* These are for clubs internal purposes.
Once you have these details, they can
be sent to the Qatargas STEER Club Data
Logger at MJacob@qatargas.com.qa
(Managing Committee Contacts: QG
4736544/ 5529205; 4737322 / 5805409;
4736404 / 4932572 / 5879171; 5865984;
4736845/ 5883749; 4736549/ 5848042;
4736745/5323857; 4737885/5941787/86;
RG 4732811/ 5839638; 4738913/5272542;
School 4734301/5611916)
A
new club has been started by the Al-
Khor Toastmasters within the Qatargas
Pursuit of Safety Excellence program
which is focused on encouraging good
driving habits and bringing about Safe
Traffic Ethics on Every Road (STEER) in
Qatar.
Anyone with Qatar Driving License can
join the club. Membership is free and your
contribution is the collection of safe driving
miles. The club hopes to enroll as many
members as possible who will all accrue
safe driving miles, the ultimate goal being
to collect enough safe driving miles to have
reached collectively the distance to the Sun;
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 19
TEAMWORK
Ras Laffan Teambuilding and
Alignment Initiative
logistics, associates utilities and power.
Elements covered in the joint sessions
for managers and key interface personnel
included:
A review of progress since last years
inaugural teambuilding sessions
The identification of recurrent and
emerging issues, challenges and
opportunities
Clarification and alignment on the
expectations each party had of the other
in a rapidly changing environment
Development and commitment to
action plans to resolve issues and seize
opportunities
Provision of support to participants in
delivering on commitments
Prior to the sessions, outside
consultants met individually in hour-long
interview sessions with senior managers
from each of the three organizations
to ascertain perceptions as to where
their organizations stood with regard to
project performance to date and future
challenges and opportunities. Data from
the interviews was collated and presented
at the workshops as a spur to constructive
dialogue and as a basis for generating
alignment. During the sessions,
sub-committees worked on areas of
mutual interest, concern and opportunity
and arrived at a set of mutually agreed
follow-up actions and interventions.
In concluding the discussions,
CEOs and senior management from
all three organizations, Qatargas,
RasGas and Ras Laffan City, declared
their commitment to maintaining an
atmosphere of transparency and shared
understanding. The group also gave
full support to all the efforts aimed at
ensuring that commitments made at the
workshops would become embedded
in the organizations and in their future
working relationships.
B
ased on the dramatic pace of the
expansion projects being implemented in
Qatar currently, Qatargas management
recently organized a series of
teambuilding and alignment workshops
between Qatargas, RasGas and Ras Laffan
City. It is seen as critical to ensure that the
three organizations are fully aligned as
they move forward, in order to meet the
increased demands of the extra facilities
being constructed.
Ras Laffan City is the organization
accountable for managing and
administering Ras Laffan Industrial City
on behalf of Qatar Petroleum. RLCs
overall purpose is to mature into a
thriving industrial complex based on the
gas and associated liquids derived from
the development of Qatars massive North
Field and the LNG and other expansion
projects under construction. RLC will
accomplish this by providing world-class
infrastructure, services and support
facilities. These support services include
the port expansion, construction camps,
OPCO
Anxiety from the unknown
The greatest challenge in SAP
implementation is not the software itself but
the people. SAP brings about far-reaching
changes in the way we work. People may be
getting anxious, wondering when everyone
in the company will really get to know
how it will affect them. Our case in QG is
different as we have already been managing
our business using SAP and are just now
migrating to the Oil & Gas Industry Solution
called SAP Joint Venture Accounting.
In this edition of The Pioneer, we will
share the overall roadmap to that date in
November 2006 when QG OPCO will switch
the business to the OPCO JVA environment
to signal the Go-Live of Stage 2 of the
OPCO Implementation Project.
Reaching the grassroots: Role
of Business Process Leads &
IT Team
In the last edition of The Pioneer, we
focused on helping us see the reason for
the OPCO PROJECT, and the drivers of the
various arms of the project organisation
the OPCO Project core team, the Steering
Committee, the Sponsors, Process Owners,
and Business Process Leads.
The Business Process Leads have
the mandate to lead their respective
departments to a successful implementation.
Through their efforts, revised business
processes, in accordance with current
OPCO Implementation Project:
Roadmap to 1st November 2006
agreements and best business practices,
have been identified and documented.
As key drivers of the solution, the
IT team has done a tremendous job of
redesigning all of our cost structures and
identifying system solutions for the business
changes. They have equally developed a
robust system migration strategy, defining
system test conditions and executing
intensive integration tests cycles to ensure a
seamless cutover.
Integration Testing & User
Acceptance Testing (UAT)
Since the various component parts
of SAP (modules) must work together
seamlessly, integration testing is carried out
to assure this. We had previously concluded
the first three of five planned Integration
Test Cycles with commendable results as
most known issues were resolved. The first
three cycles were primarily conducted by the
IT Team to ensure a functioning integrated
system.
As of August 2006, we started the Cycle
Four round of Integration Testing.
This will be followed in September
2006 by Cycle Five: User Acceptance
Testing (UAT.) The UAT will be done by
users hands-on using live converted data.
It is instructive to note that the Business
(through Business Process Leads) defines
the scope of what it wishes to test in what
are called Business Test Scenarios - a
description of real life business activities
that fall within the scope of SAP in order
that the eventual sign-off can represent
the Business saying that it believes that the
system meets its requirements.
QG OPCO EDCOM Strategy
As part of the OPCO Implementation
20 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
OPCO
1. What do you consider the greatest challenge in SAP implementation?
a) The software
b) The people
c) Both (a) and (b)
d) The budget
2. What is the key mandate of the Business Process Leads in the OPCO
Implementation Project?
a) To write Business Processes
b) To lead their respective departments to a successful
implementation
c) To write Business Test Scenarios
d) All of the above
3. What keys roles have the IT Team played in the OPCO Implementation
Project?
a) Redesigned all cost structures and identified system solution
b) Developed a system migration strategy
c) Defined system test conditions and executed integration tests
d) All of the above
4. TRUE OR FALSE
a) The purpose of integration tests is to ensure that the various
parts of SAP work together seamlessly. True or False
b) A total of five Integration Tests Cycles were planned for the
OPCO Implementation Project. True or False
c) The scope of Integration Tests is defined in Business Test
Scenarios. True or False
d) User Acceptance Testing will be carried out by Business Process
Leads. True or False
e) End user training will start in September 2006. True or False
5. What is the main thrust of the OPCO EDCOM Strategy
a) To run end user training
b) To effect information sharing about the OPCO Project in various
media
c) To cover the three levels of training
d) None of the above
Send your answers on theabove quiz to: OPCOProject@qatargas.com.qa
OPCO Implementation Project Quiz
Project preparation for go live, a detailed
EDCOM (EDucation and COMmunication)
strategy has been developed. A key
objective of the strategy is to support the
OPCO Implementation Project delivery
through information sharing about the
project in various media such as Emails,
OPCO intranet site, poster campaigns,
information cascade sessions with staff, user
training, etc.
The Training Plan
End User training will commence in
October 2006 and will be conducted by the
Business Process Leads. The training will
focus mainly on key process changes such
as the new cost structures (e.g. company
codes, cost centres, account codes, etc.) and
a central Qatargas OPCO Warehouse.
There will be three levels of training:
Level One: Basic Training
- Target: all managers and
prerequisite for those going for Levels
Two and Three
Level Two is Business Process Training
targeting end-users.
Level Three is Joint Venture
Accounting training for Accounting
General Ledger staff.
A training schedule will be issued in
September for you to register.
Send your Feedback/
Comments/Suggestions on the
OPCO Implementation Project
to OPCOProject@qatargas.
com.qa
www.qatargas.com September 2006 - Issue No. 109 | The Pioneer | 21
SPORTING EVENTS
22 | The Pioneer | September 2006 - Issue No. 109 www.qatargas.com
Qatargas Football Team Secures Third
Place in the Chairman's Cup
for the outstanding attitude shown during
the competition which played an important
role in winning the third place. He also wish
them good luck in the future. Mr. Yousif
Saif, the famous announcer at ART, drew the
attention of all attendees during his speech
with his large international experience
in the sports field. On this occasion, the
Qatargas football team would like to thank
the management for their continuous
support which is on of the vital ingredients
for their success.
Q
atargas management honored its
football team for securing the third place
in Chairman's Cup Tournament. In his
speech, Mr Abdullah Hijji-Public Relations
Manager- thanked the team for playing
exceedingly well during the tournament and
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Mr Abdullah Hijji Public Relations Manager receiving the cup from the
Second Deputy Premier
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The Best Goalkeeper Award
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Group photo of Qatargas football team
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Awards distribution ceremony