P 48
Life Time Opportunity-Enjoy
This was the slogan the management used to motivate all employees involved in Jamnagar DTA refinery execution. The team from Hazira projects-especially the core construction team was transferred lock stock&barrel to Jamnagar. That team took care of preparing the infrastructure as the PMC and DEC selection was going on.
Out of the two remaining international parties, M/S Bechtel was keen to take this challenging assignment that too from an Asian client. Strategically they planned to take up this job and execute from their London office where large Indian origin Britishers were present. So they picked up the bite with a counter challenge. That is, they can consider to agree for completion in 46 months,but with a bonus/penalty condition.i.e if the project is completed earlier than this stipulated period, they should be paid a bonus @ $1 Mn /month and the penalty vice versa. So it was Win-Win deal. As most of us in the team did not have prior exposure for such a challenge, we were afraid and scared! To manage the situation&to make the client personnel feel good, Bechtel posted Mr Bip Desai as their London Office manager, who got involved directly during the initial phase of project. For strategic reasons, Reliance posted Mr Mike Kinney, an ex-Flour manager as the Project Director and Mr Maurice Banniyan as Process Lead. This was only to project that Reliance means business and expat internationals are managing this project challenge. But this did not continue more than 3 months! In those days MDA was personally monitoring the project developments and progress. He used to visit London every month and used to spend two days to take stock. Rather Reliance forced Bechtel to change 2 project directors in that period and it also altered its leadership. Mike Kinney was brought to Jamnagar to manage materials and PMS Prasad was elevated to take charge as Reliance Project Director. From IOC, Mr PK Kapil was brought in and asked to take care of reviewing Process systems /Heat&material balance etc. One by one, all the discipline leads were inducted to take their positions and Area Project PMs identified. The beauty was that there was no difference between a Bechtel person to that of Reliance manager and no hierarchy management. When it came to procurement, Bechtel lead will be the focal point for vendor technical discussions but all commercial negotiations will be performed by Reliance procurement team & order will be released by Bechtel.
The beauty was that even Britishers adopted to Reliance style of functioning and used to stay late hours for completing day's targeted work.
The project activity started at London office-Hammersmith in March'95, but the official kick-off was calculated from end May only. By the time PMSP took the position.Here it is important to mention -how the refinery capacity went on increasing just like stocks in exchange! When the negotiations went on, the intended refinery capacity was only 9 MMT/Annum. MDA, when he visited London in June, had a close door meeting with the team and then in the monthly review meeting with Bechtel/Reliance went on dictating 9 to 12, then 13, then 14 and then froze it 15 on that day. But for public knowledge, the original refinery was completed for 21.5 MMTPA. The Coker plant was awarded to Foster-Wheeler, Houston and they took the engg. also exclusively under their control. That caused some pin pricks during execution. Contd........
Key Aspects:- Attitude, Faith, Motivation,
Life Time Opportunity-Enjoy
This was the slogan the management used to motivate all employees involved in Jamnagar DTA refinery execution. The team from Hazira projects-especially the core construction team was transferred lock stock&barrel to Jamnagar. That team took care of preparing the infrastructure as the PMC and DEC selection was going on.
Out of the two remaining international parties, M/S Bechtel was keen to take this challenging assignment that too from an Asian client. Strategically they planned to take up this job and execute from their London office where large Indian origin Britishers were present. So they picked up the bite with a counter challenge. That is, they can consider to agree for completion in 46 months,but with a bonus/penalty condition.i.e if the project is completed earlier than this stipulated period, they should be paid a bonus @ $1 Mn /month and the penalty vice versa. So it was Win-Win deal. As most of us in the team did not have prior exposure for such a challenge, we were afraid and scared! To manage the situation&to make the client personnel feel good, Bechtel posted Mr Bip Desai as their London Office manager, who got involved directly during the initial phase of project. For strategic reasons, Reliance posted Mr Mike Kinney, an ex-Flour manager as the Project Director and Mr Maurice Banniyan as Process Lead. This was only to project that Reliance means business and expat internationals are managing this project challenge. But this did not continue more than 3 months! In those days MDA was personally monitoring the project developments and progress. He used to visit London every month and used to spend two days to take stock. Rather Reliance forced Bechtel to change 2 project directors in that period and it also altered its leadership. Mike Kinney was brought to Jamnagar to manage materials and PMS Prasad was elevated to take charge as Reliance Project Director. From IOC, Mr PK Kapil was brought in and asked to take care of reviewing Process systems /Heat&material balance etc. One by one, all the discipline leads were inducted to take their positions and Area Project PMs identified. The beauty was that there was no difference between a Bechtel person to that of Reliance manager and no hierarchy management. When it came to procurement, Bechtel lead will be the focal point for vendor technical discussions but all commercial negotiations will be performed by Reliance procurement team & order will be released by Bechtel.
The beauty was that even Britishers adopted to Reliance style of functioning and used to stay late hours for completing day's targeted work.
The project activity started at London office-Hammersmith in March'95, but the official kick-off was calculated from end May only. By the time PMSP took the position.Here it is important to mention -how the refinery capacity went on increasing just like stocks in exchange! When the negotiations went on, the intended refinery capacity was only 9 MMT/Annum. MDA, when he visited London in June, had a close door meeting with the team and then in the monthly review meeting with Bechtel/Reliance went on dictating 9 to 12, then 13, then 14 and then froze it 15 on that day. But for public knowledge, the original refinery was completed for 21.5 MMTPA. The Coker plant was awarded to Foster-Wheeler, Houston and they took the engg. also exclusively under their control. That caused some pin pricks during execution. Contd........
Key Aspects:- Attitude, Faith, Motivation,
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