1. Shared Success Pengerang Co-Gen Plant (PCP) – SIEMENS
Achieving 5 million safe manhours without LTI in Pengerang Cogen Plant Project.
Shared Success
I collaborate for the greater good of PETRONAS.
Success Story
Here’s what Shared Success looks like to me. In order to ensure PCP site is safe, the Consortium comprising of Siemens AG, Siemens Malaysia and MMCES together with PETRONAS worked hand in hand and embarked on numerous safety initiatives.
The team focused on effective two way engagement with workers on HSE including daily engagement on ZERO HARM policy/ZETO rules. When there is any HSE incident, timely and impactful sharing will be conducted via Front Line Supervisory Training, HSE Bulletin and then cascaded down to the workers.
The project site recently achieved 5 million safe man-hours without LTI. The team will continue to promote engagements on safety and complete the project with zero LTI. That’s what Shared Success looks like to me.
Challenges
PCP is the first project to start inside the RAPID construction site, where a lot of HSE processes and procedures have not been formalized at the time. As time progresses, there were many changes to the RAPID site safety rules. This is due to the increasing number of risks due to the growing amount of vehicles, activities and personnel in the same vicinity.
Recognising Key Team Members
All team members who contributed towards achieving this great achievement
Submitted by
Kraus Reinhold (General Site Manager, Siemens)
Internal

2. Pengerang Cogeneration Plant(PCP)
FOCUSED EXECUTION
We plan, collaborate, commit and deliver of critical equipment with success
Focused Execution
We plan, commit and deliver with discipline
Recognising Key Team Members
PCP Top Management : En Salmey & En. Shahul
Procurement : En. Md. Zaini , Reza Rosdee
team Syed Hamimie Faiz, Soraya Hani ,
Challenges
To transport an oversized oxygen removal equipment known as the Deaerator to PCP site without creating a public nuisance to other road users and a timely delivery of the equipment on site to meet the project schedule.
There are also restrictions already in place on transporting cargo using public road. In addition to the restriction, it is critical that the equipment be delivered to site on time in order to meet the target installation date.
(insert supporting elements to the story i.e. photos of team members / progress, key facts/figures, documents, etc.)
*Please also send the larger photos in separate files (Minimum size is 100KB/ 600 X 400 pixels)
Success Story on Impactful Change
Here’s what Focused Execution looks like to us:
We executed our plans by preparing a cargo dimension analysis & appealed for the Deaerator to be transported via public road as the oversize tolerance is minimal. We also included transporting the equipment at midnight to minimize the risk of causing a traffic congestion as a mitigation plan.
We proposed an alternative route option via Senai-Desaru Expressway (SDE) which will shorten the traveling time compared to transporting the goods via Kota Tinggi Road.
We collaborated with all stakeholders including PCP PMT, RAPID IPMT, SDE management, MILS and Siemens. As a result, the efforts carried out resulted in the successful delivery of the cargo to the PCP site. This is what Focused Execution looks like to us.
Submitted by
Procurement Team, PCP

3. Pengerang Co-gen Plant
(Civil Team)
Focused Execution
Focused Execution to Improve the design of AOC Drainage System at UEN (Gas Metering and Pressure Reducing Area) without Impacting Engineering Design and Schedule
Focused Execution
I plan, commit and deliver with discipline
Recognising Key Team Members
M Zulkarnain Muhamad, M Khalil Hashim, Nurlaili Ishak, M Rasdan A Rahim, Ahmad Azfar Aziz, M Hafiz Baharun-Baharuddin, Naga Ramiah, M Azuan Ismail, M Hamezan B Harun, M Noor Aliyas
Challenges
It was identified during the finalization of PCP drainage concept that the Accidentally Oily Contaminated (AOC) drainage at Gas Metering & Pressure Reducing Station (UEN) was not provided. Regardless of the clarifications made, the Contractor was reluctant to modify the design due to potential delay to the project Schedule.
Success Story
Here’s what Focused Execution looks like to us:
Civil team has conducted series of discussion with Process, Piping and Operation & Maintenance (O&M) team to identify the risk during operations which might arise due to the Contractor’s design and recommended solutions to address the issue. The team proposed a Value Engineering design solution and proposed to the Contractor for execution.
The Contractor accepted the alternative proposal for installation of bund wall with ‘shut-off control valve’ to collect the first flush of rainwater from the identified area in the UEN. The new design was accepted with minimal change to the design and without schedule impact. The effort was also acknowledged by Contractor officially.
And that's what Focused Execution looks like to us.
Submitted by
Nurlaili Ishak – Civil & Structure

4. Pengerang Cogeneration Plant(PCP)
Results Matters
We stretch our limit to evade procurement’s potential delay of 4 months
Results Matters
We stretch my limit to deliver superior result
Recognising Key Team Members
PCP Top Management : En Salmey & En. Shahul
Procurement : En. Md. Zaini , Syed Hamimie Faiz
team: Soraya Hani , Reza Rosdee
Challenges
PCP became the first Petronas entity to be issued with immediate withdrawal of laboratory test exemption for COA by CIDB.
The immediate withdrawal had a substantial impact on our procurement delivery as more than 50% of importation of steel structure and piping was due to be delivered to site. This could potentially hinder the project progress from meeting our Commercial Operation Date 1 of 1st June 2017 by 3 to 4 months , as the testing requirement under the COA is a time consuming process.
(insert supporting elements to the story i.e. photos of team members / progress, key facts/figures, documents, etc.)
*Please also send the larger photos in separate files (Minimum size is 100KB/ 600 X 400 pixels)
Success Story on Impactful Change
Here’s what Result Matters looks like to us:
We initiated action by engaging with CIDB to gain understanding on the immediate withdrawal for the exemption. Through this engagement we were able to improve CIDB’s understanding of how Co-generation Plants are operated differently from standard TNB power plants and its technical relation to oil & gas application.
Thus, we prepared the presentation and gave insight to CIDB in improving understanding of PCP. We were also requested to present the overall RAPID operations including other plants and how they interface with each other.
We also reviewed the Customs HS Code for piping material in its entirety as not all pipes are subjected to CoA. Pipe spools are usually declared under pipe-fitting HS Code which does not require for CoA application. This shortened the delivery process timeline.
Success Story on Impactful Result
As a result, CIDB granted 4 months extended grace period on all affected material to be imported under testing exemption and this has successfully eliminated the possible delay to the project schedule.
That is What Result Matters Looks like to me.
Submitted by
Procurement Team, PCP

5. Pengerang Co-gen Plant (PCP) – Mechanical Team FOCUSED EXECUTION
Focused execution resulting in appreciable cost reduction and schedule impact while ensuring Mechanical Integrity
FOCUSED EXECUTION
I plan, commit and deliver with discipline
Recognising Key Team Members
M Zulkarnain B Muhamad, Salam Green, M Aswadi B Ton Alias, M Sukri Ismail,
Challenges
In meeting the tight schedule for COD1, as well as minimizing the project cost, the team recognized that one possible area of optimization was on the Post-Weld Heat Treatment (PWHT) requirement for P22 materials which according to Contract (and PTS), shall be done on all welds while ASME allows for some exemption.
Success Story
Here’s what Focused Execution looks like to us:
The team made thorough analysis to understand the technical reasons for the requirement, studied other international code, analyzed each and individual P22 components to understand the design and operating philosophies. It was concluded that 100% PWHT is required for components exposed to creep and/or temper embrittlement range to supplement ASME limitation which consider design life of only 100,000 hours (11.5 years). A series of engagements with EPCC and GTA was held which then accepted the recommendation for exemption to components outside of creep and/or temper embrittlement range. This has resulted in reduction of 82% works leading to appreciable cost reduction and schedule impact while still ensuring the Mechanical Integrity.
And that's what FOCUSED EXECUTION looks like to us.
Submitted by
Pengerang COGEN Plant (PCP), Mechanical Team

6. Pengerang Cogeneration Plant (PCP) Project
Results Matters
We strive to deliver prudent design to the Off-takers
Results Matter
I stretch my limit to deliver superior results
Success Story
Here’s what Results Matters looks like to us:
From detail system simulation, it is confirmed that that the requirement is technically unachievable and to the detriment of PCP and RAPID safe operations since high reactive power losses from the SCLR would translate into severe voltage drop hence affecting PCP’s supply quality and reliability.
PMT managed to demonstrate and eventually convinced TNB on the technical limitation at PCP side and subsequently had TNB agree to reduce the reactive power regulation from 0.85 to 0.89 lagging power factor. As a result, PCP is able to provide the required voltage support to RAPID without any additional reactive power compensation and stand to benefit from lower power losses and more export opportunity.
And that's what Results Matters looks like to us.
Challenges
One of the new requirements set by TNB in the Power Purchase Agreement (PPA) so as to allow PCP’s connection to the national grid is by limiting PCP’s short circuit (SC) current impact to the grid during fault. The SC reduction can only be practically addressed by installing a Short Circuit Limiting Reactor (SCLR) in PCP’s 275kV system.
As such, the challenge to PMT was to surface up all design and operational constraints following the implementation of SCLR and negotiate accordingly with all project stakeholders for an amicable solution.
Recognising Key Team Members
Ir Salmey A Halim, M Zulkarnain Muhamad, Ir Zakariya Ibrahim, Kamaluddin, M Nizam Esa
Submitted by
M Nizam Esa (PMT Electrical)
PCP Project
Internal

7. Pengerang Co-gen Plant (PCP) Project Team
Shared Success
Challenge in delivery of 275kV Aluminium Busbar for PCP project
Shared Success
I collaborate for greater good for PETRONAS
Success Story
Here’s what shared success looks like to us:
275kV Air Insulated Switchyard (AIS) is part of major equipment for Pengerang Cogeneration Plant (PCP) project, which is designed to deliver 1300MW power and 1000tph steam to TNB and RAPID, where its major component are 4000A aluminium busbars.
Originally, the busbars were supposed to be delivered to PCP Site via land from Singapore on 11th August However, due to restriction imposed by PRPC on land transportation for oversized cargoes, the delivery of these materials had to be rerouted via barge from Pasir Gudang to Teluk Ramunia. This could possible pose a delay of up to 30 days due to change of transportation mode from inland transport to Sea-Barge. PCP is among the first projects to subjected to this new regulation.
Despite this challenge, the Electrical and Procurement team from PCP in collaboration with EPC Contractor (Siemens AG and Siemens Malaysia Sdn. Bhd.) and their transporters BELIEVE that they can overcome this challenge with good support and ACTION by all parties which demonstrated as follows:
Securing fastest barge schedule
Close monitoring on “Action items” checklist to avoid slippage against delivery planning
Good follow-up and coordination with all support parties such as with PRPC/ JPB / Rapid PMC / SPZ / Transporters (Megalift / 5 Bintang) to ensure smooth delivery activity to Site.
Negotiation with RAPID PMC for fast-track JMP/RCP approval (from 7 days to 2 days approval).
This had RESULTED in early arrival of every component of 275kV aluminium busbars to PCP Site on 24th Aug 2016 instead of 11th Sept 2016, which ensure timely erection of the main component of 275kV switchyard in ensuring PCP to be able to maintain in its course to achieve its Commercial Operation Date.
That’s what shared success looks like to us!
Challenges
Restriction imposed by PRPC on land transportation for oversized cargoes, where the delivery had to be re-routed via barge from Pasir Gudang to Teluk Ramunia.
Possible 30 days delay due to change mode of transportation
PCP among first project affected
Recognising Key Team Members
Ir. Salmey A Halim (Project Director)
Shahul Azmi Shahrin (Project Services Manager)
M Zaini Ibrahim (Contract & Procurement Manager)
M Zulkarnain Muhamad (Completion Manager)
Sy Hamimie Faiz Sy Mohamad (Procurement & Expediting Exec.)
Reza Rosdee Othman (Material & Logistics Exec.)
Ir. Zakariya Ibrahim (Sr. Electrical Engineer COGEN/BOP)
Kamaluddin Zakaria (Sr. Electrical Engineer IF/Building)
M Nizam Esa (Electrical Engineer IF/Building)
Submitted by
Kamaluddin Zakaria (Sr. Electrical Engineer IF/Building), PCP Project
Internal