Offshore Race to: ONE FATHOM BANK

Source: Krishnan

One may wonder why in the world the early navigators called the area One Fathom Bank.

Well, a fathom is a unit of length equal to 6ft (1.83 meters) for measuring the depth of water. A bank is a raised ground in the sea. (Webster’s Collegiate Dictionary)

Now, the name is no longer a mystery. Today, a majestic light house stands above the bank. One Fathom Bank is located in the straits of Malacca at 2˚53 34 North of the Equator and 100˚ 59 76 East of the Prime Meridian.

Clear skies and a bright sunny morning. A perfect day to be out in the ocean. The team was up tone. On arrival while skipper Jega went to register for the race, the crew consisting of Krishnan, Prakash and Soman began the set up tasks on board the Leopad Dream. Soon after, we pulled out of the berthing area and off we went in the direction of Buoy 25 located at the West port area which is the vicinity for the start of the race.

The Race Officer John Ferguson started the race at 1100 hours. It took quite a bit of tacks through the channel. We arrived at the mouth of the channel (Buoy 28-1240 hours) and pointed towards Tenteram Red Navigation Buoy. We did a starboard at this buoy at 1255 hours and then we headed 240˚ Northwest to OFB. It was smooth sailing between 5, 6 and sometimes 7 nautical miles.
After a while we spotted the two light house towers in the horizon jetting out of the open sea.

THE SPINNAKER MELANCHOLY
We tried to raise the spinnaker on two occasions hoping to gain speed. Unfortunately, both the attempts did not give us any advantage.
We probably lost minutes- more than that; the chaos drained the energy and spirit of the crew. Perhaps, this is one aspect of sailing that the team needs to drill and practice towards 100% proficiency.

THE LIGHT HOUSE TURN AROUND
At last, we arrived. (Time: 1620 hours)
It seems like the light house at the One Fathom Bank is a favorite spot for anglers. There were at least 3 speed boats and men with their fishing rods, a good spot to do overnight fishing expedition with friends. Within minutes, we turned around, it happened so fast and we were already leaving the light house behind us.

THE RETURN LEG
It was smooth and extremely relaxing sailing mostly at 6 and 7 nautical miles to finish between Tenteram Red Navigation Buoy to Port and Buas Buas Green Navigation to Starboard

We finished the race at 1850 hours and entered the West Port channel. The calm water, the brightly lit port and the starry night made the ‘home coming’ very eventful

THE END

The Northern Cili Padi

Leopad Kulim

Mr Logaa MJ said that in response to the challenges the company will be facing this year, it aims to maintain high levels of efficiency and effectiveness.

The branch has successfully completed work at Cima Plant Perlis for a lump sum contract value .The scaffolding work started in February 2009 and was successfully completed in April 2009

Kulim branch has secured scaffolding contracts from Steamline (M) and JM Power and another contract from Sri Takada for scaffolding and insulation works. The work commenced in March 2009 with completion by end July 2009 at Petronas Fertilizer Kedah, Gurun. Kulim branch is also undertaking scaffolding work at PSR-2 Revamp project Malacca under Steamline (Malaysia) Sdn Bhd with collaboration with Malacca Branch. The project team has already started the scaffolding work in February 2009 and expected to be completed end of this year.

Many companies consider business survival and cutting cost among their top priorities during the economic downturn, but equally important is the people factor – getting the right people in the right jobs to manage the business efficiently in bad and good times.

Mr Logaa MJ who has been entrusted to spearhead the Kulim Branch has invested in an industrial area in Kulim. Branch Manager Mr MJ Logaa S was scouting for suitable place that will offer ample store place for materials. Since there are plans for expansion, the branch was eyeing land with room for future expansion.

To strengthen its position, especially with other competitors , renovation was carried out. Done in stages last year, the renovations has given the office comforting colors, fittings and furniture and warm, elegant furnishing.

Review - Case Study Project: EPCIC OF BO-A CENTRAL PROCESSING PLATFORM (CPP) TOPSIDES AND EPC OF BO-A CPP JACKET SUBSTRUCTURE AND REMOTE FLARE SYSTEM

JOB SCOPE: SCAFFOLDING

DURATION : MARCH 2007 – DECEMBER 2008

Nomad Engineering has successfully completed the offshore work of EPCIC of BO-A Central Processing Platform (CPP) Topsides and EPC of BO-A CPP Jacket Substructure and Remote Flare System. It was an achievement for the branch for overcoming some challenges faced by Nomad’s scaffolding team.

One of the many challenges involved related to the team facing lack of competent scaffolders to execute work during its peak time. Immediately the branch organized a training course for competency and upgraded 20 scaffolders into competent scaffolders. Besides organizing the training course, a good rapport with the client’s and the main cons HSE personnel gave them an advantage to tackle the issue of lack of competent scaffolders smoothly without going through a stop work situation.

Another problem they encountered as the work load increased during the peak time, was the communication between the main con’s project management team (PMT) and nomad’s PMT were under strain and stress. To overcome and trouble shoot this issue of pin pointing at each other that request has been made and no action has been taken by our PMT, Nomad came up with a JOB REQUEST and FOLLOW –UP sheet, where by the main con’s PMT has to sign and note the date the job was requested and nomad’s PMT would commit for a duration when the job would be completed.

Men working at the module’s topside were exposed to danger in many forms. There were no proper barricades in the ‘opening’ of scaffolding floors. For every unsecured and unauthorized opening, nomad’s team was blamed and held responsible, and often, the opening was done by other sub-contractor to expedite their work. These openings are done without informing the nomad’s scaffolding team.

Nevertheless, to overcome this problem which involves safety for men working at the topside, a meeting was held between Nomad Engineering, the Main Con and Client’s HSE personals. It was agreed during the meeting that every opening should be authorized by the PTW coordinator by an opening permit. The opening permit should be applied by the sub-contractors who wants to do any activity at that stipulated area by creating an opening. The opening permit should be produced before nomad’s PMT and only then the nomad’s team will proceed to do an opening with proper barricade at the requested area. After the work been completed, the sub-contractor have to close the permit by requesting and informing Nomad PMT to close back the opened area by securing it as a safe place to work.

This was a great success in controlling unauthorized opening by men from other discipline, which eventually lead to a safe working area. The whole project’s safe man hour achieved was 6.9 million and with only 22 incidents. It was a great success from HSE’s perspective.

Commenting on the project, Nomad’s Jeyakumaaran said: “Our experience and expertise in scaffolding problem-solving enabled us to find a solution that could deliver the required results with minimum time requirements.”

Southern Giant Rising

After successfully completing scaffolding and insulation for EPCIC of BO-A Central processing Platform (CPP) topsides and EPC of BO-A CPP Jacket substructure and remote flare system, the satisfied client, Sime Darby Engineering Sdn Bhd has awarded Kumang Cluster Development (Phase 1) / Tangga Barat Cluster Development (Phase 1) to Nomad Engineering. The scaffolding erection commenced in August 2008 and is projected to complete in September 2009.

Nomad Engineering is focus on all fronts to satisfy the client’s requirement - delivery the projects efficiently and on scheduled. Titan Petchem (M) Sdn Bhd being convinced of Nomad Engineering’s capability has extended another term from January 2009 for scaffolding work .

Despite being affected by the global economic slowdown, Mr Jeyakumaaran, Project Director of Nomad Engineering said that Nomad will continue to invest in developing the skilled workers and HSE. “We want to be the first to take advantage when the economy recovers,” says Jeyakumaaran,

Nomad together with Leopad Dubai LLC has currently started a venture in Qatar by opting to be a one stop provider of choice to Sime Darby Engineering MOQ project team. More updates on this will be realese soon.

LEOPAD MARKS 17 YEARS AND GROWING

History have seen Leopad Group faces various trials and tribulations to build a dynamic and competitive servicing leader in Oil and Gas Industry. Leopad celebrated her 17th birthday on 12th of April 2009. The BOD’s had a three-phase plan.

Under the first phase, 2004-2006, is emphasizing on the expansion phase. “Between 2006-2008, Leopad Group went through the restructure of organization phase. From 2009 onwards, Leopad Group is emphasizing on Quality Management System. The BOD has identified core areas to be addressed and strategies to implement to achieve the company’s goal for a Quality Management System. For a start, A Single Standard System according to ISO 9001:2000 will be introduced to the Leopad Group. This is to target and define how specific activities and procedures within a system should operate. The implementation of Single Standard Operation Procedure (SOP) will integrate and align the process that will best achieve the desired results to benefit the organization and the clients. It will ensure a proper and updated relevant record for effective planning, operation and control of the establishment.

Apart from the SOP, Key Performance Indicator (KPI) will be introduced to all Leopad Group to achieve company’s goals for a Quality Management System through the measurement of progress of each branches. KPI will drive improvement and give value to the organization and business.

To enhance Leopad’s position as a key player in the local and international market - System, policy and procedure – these form the three-point work culture to be practiced by Leopad Group before embarking on any projects. Today’s tasks should be done yesterday.

The Management always emphasis in building the team, working as a team, to create the experience of team work or how to develop an effective team. Belonging to a team, in the broadest sense, is a result of feeling part of something larger than you. It has a lot to do with your understanding of the mission or objectives of Leopad’s organization. In a team-oriented environment, you contribute to the overall success of the organization. Even though you have a specific job function and you belong to a specific department, you are unified with other organization members to accomplish the overall objectives. The bigger picture drives your actions; your function exists to serve the bigger picture.

Implementation of measures as drawn out in the SOP will encourage branches integration and resilience in withstanding the financial crisis. Quality Management System can only be achieved with coordinated efforts between the Management and staffs. These upcoming months will be an exciting time based on the unveiled Strategic Plan and implementation of the SOP. With the strategies set in accordance to the company’s policies and goal, Leopad Group is closer towards becoming one of the top Servicing leaders in Oil and Gas Industry.

Revamp project in Petronas Malacca (PPMSB) and Leopad Malacca

Revamp project in Petronas Plant at Malacca has been awarded to Malacca branch. The scaffolding and civil work order was placed by the contractors, Foster Wheel, Dialog Plant Service and Transfame.

When RM Leopad, Malacca secured a contract 3 years ago, they demonstrated that they had sound project delivery processes – project controls, change control, PETRONAS HSE requirement, delivering to schedule and budget. Having the best employees putting a lot of energy and being safety conscious at the site has provided a highly satisfying work environment. The performance of the quality system has given great confidence to their client, PETRONAS Penapisan (Melaka) Sdn Bhd, to extend 3 + 2 years contract with Malacca branch involving scaffolding, insulation, plant civil work, blasting and painting. Leopad Malacca is the first contractor to secure a 5 years contract – another achievement for the branch.


Leopad Malacca achieved the distinction as the first contractor to be accredited for HSE MS System from SIRIM for quality( ISO 9001), environmental (ISO 14001), occupational health and safety management system(ISO 18001).

An example of Malacca branch work safety was for achieving more than half million manhours worked without a lost-time accident during for CMC2 maintenance. Leopad Malacca has made their presence felt in Petronas for delivering its project ahead of its fast-track contract schedule with and adhering to Petronas requirement for HSE, KPI system.

The biggest challenge now is to keep a cap on the client’s expectation

INFLUENZA A (H1N1)

Leopad Group Management has adopted the following measures for employees affected by the Influenza A (H1N1), or are in danger of contracting the Influenza A (H1N1).

a) Quarantine Order – In Hospital or at Home

· Employee required by Government to be quarantined either in hospital or at home, will be deemed to be on sick leave and as such the quarantine period would be treated as hospitalization leave.
· Where an employee has exhausted his/her eligibility to paid hospitalization leave, the Management will exercise its discretion and compassion whether to grant additional hospitalization leave with pay.

b) Employees requested by the Management to stay away from work without the quarantine order

· The Management may request an employee to stay away from work as a precautionary measure, especially where the employee has returned from a country affected by the Influenza A (H1N1) or has family members affected by the Influenza A (H1N1). Below are measures which shall be considered:

i) The Management will agree with the employee for the employee to take half day’s annual leave while the Management make up the other half day’s pay;

ii) The Management may agree with the affected employees to pay not less than half day’s pay during the specific period the employee is away from work

iii) The Management and employee may by agreement make some other arrangements for the employees absence due to Influenza A (H1N1)


c) Employees to work from home

· Where employee have returned from overseas or are at risk of contracting Influenza A (H1N1), and where the Management has requested the employee to work from home for a specific period as a precautionary measure, such employee will be paid full salary during such a period.

d) Employees who do not wish to work on their own accord as a precautionary measure due to Influenza A (H1N1)

· For employees who choose not to work on their won accord for fear of contracting Infuenza A (H1N1), the Management will adopt a flexible and enlightened approach by allowing the employees to take their annual leave.
· For employees who have exhausted their annual leave, the Management will consider granting unpaid leave.

e) Travel advisory

· Employees are advised not to travel on non essential work matters to countries currently affected by Influenza A (H1N1) outbreak.

Attached herewith is a copy of the Ministry of Health Malaysia’s FAQs on Influenza A (H1N1) for your further information and guidance.

For further clarification, please contact the Head of Group HR/Admin Dept at selva@leopad.com or 0125911351.