P 31 Hazira Ph1 contd.

P  31

Hazira Ph1 contd.

For the layout exercise.a meeting was convened by Mr N Gopal  calling all process managers of RIL-
M/S SM Vakil, VGopalakrishnan, Kale, KS Gandhi, V Ramachandran and personnel from H&G
M/S Subash Deshpande, Prabhu, Krishnan, Rangwala, Dabholkar to arrive at tank sizing, number of tanks for each service based upon ullage/ estimated consumption rate, combination of tanks in each dyke based on their classification, dyke relative placement to user plants, requirement of spheres/bullets for liquified pressure fluids based on product characterisation, logistics etc.
As it was a big crowd and every one having their own focus, the meeting went on for five hours without any direction! As every one was stressing their point and claiming their view and opinion should be incorporated, it was utter chaos and SND was looking helpless. At that time I lost my patience and took the commanding call. I told the audience, I am the project manager  and I shall take the call in devising the optimum layout keeping interest of everybody present, in mind. There was pin drop silence and everybody looked at me patiently. Then, in next 1 1/2 hours, myself and SND with the help of Krishnan devised a layout  with back ground logic and justification. When we presented that, the entire audience was stunned and satisfied with my conceptualization and left the meeting happily. Every one congratulated me personally  and that layout has gone through for execution. That leads to my CCE(Today PESO) association.

One day during the management review, the point regarding CCE approval and who should take up this matter with the statutory authorities at Nagpur arose. Mr ES Sharma, former LAB chief at PG
 stated that AR knows Mr Anbunathan, that time Controller in the Department since they(AR&MA) were associated during their stay at Mettur in early '70 s. Here I would like to record that has really enhanced my exposure and reputation and even I am considered as authority in the department  and all CCEs until now contact me /consult me for tricky situations while dealing with  other customers.
In the beginning , while any approval requirement arise, I used to get the draft layout with complete logic  from H&G and visit Nagpur,  First I used to table the drawing with concerned and explain/ seek their views about its completeness.  Taking their inputs, I used to get them incorporated by H&G and then officially submit. By that process, the authorities had full confidence on me and I used to get the approval on the same day evening, even when there was no computer systems in vogue.
CCE officers M/S Bandopadhyay, Anbunathan, Bharadwaj, Biswas  used to treat me as one amongst them  and discuss about the layout of LPG bottling plant of Oil companies.That was the relation and confidence I have developed with that department officials.

While that exercise was going on, the famous PG freak flood havoc took place on 24th July'89. the flood occurred early morning at 5 AM and water level in PG plant area rose to 9 feet due to surge in Patalganga river.That night I received STD call at my residence about 8.30 PM directly from MDA. He enquired whether I am aware of this freak happening at PG ? Without waiting for any response from me, he asked me to come down to PG next day morning by 8.30 AM &meet him. As per fixed timing, he along with Nikhil Meswani and HM Desai (GM of L&T ECC) came together.  He asked me to take round of entire PG complex  , take stock of the damage and report back by 10 AM.  When I returned with sad&sunken face stating that it may take 3 to 4 months to restore, he reacted-Ramu, we can't afford that much delay; Buck-up and take charge as overall task force leader for Instrumentation all across PG complex." Forget about Hazira &Focus your attention completely"  
                                                                                                                                          Contd........
Key Aspects :- Communication, Critical challenge, Human relations, Initiative, Leadership,
Recognition, Reputation, Technical issue                 

P 30 Hazira Ph1

P  30

Hazira ph1 project experience

My return to project department at HQ posed different problem to the project management. Originally I was recruited as Manager-Instrumentation but on return the top management have recommended that I should shoulder higher responsibility and to be exposed to more disciplines. But at the same time, since I am not a chemical engineer by qualification the local management had hesitation to assign me any plant area project management. After due deliberations they have assigned me the project management of Tank farm,Hazira.

To start with no one in the group had any idea about the complications&challenges involved in tank farm project execution. Considering the back ground association, the company hired the services of M/S Humphreys&Glasgow as engineering consultant for utilities, offsite and tank farm. Mr HP Rangaraj, a veteran in projects with civil engg. qualification took the Utilities&offsite leaving the Tank Farm  for my scope. However we functioned as joint team since offsite  cover  tank farm area also. Giving value to customer, H&G have deployed Mr Subash Deshpande as PM and given him a strong team to perform. Our association with H&G was an open house and free to interact at any level to derive our end objective and goals.

From Reliance side process support was extended by Dr JV Kelkar, Dr SP Kedar and Samir Karnik.
Civil engg. was supervised by Mr Bijurkar assisted by Anil P Chaudhary and Ms Rijuta. Mechanical and piping were coordinated by Mr N R Prakash &team- M/S BN Acharya, Asish Banerjee. The group had the services of Mr SC Gupta, assisted by Vipsy Engineer, Milind Deshpande, Dutta, Shanbaug for all electrical requirements including CPP and MRS; later Mahesh chand joined to reinforce the strength..

To strengthen Tank farm project team,AR has recruited M/S AVN Murthy, Sameer Pandya, SM Pathak, SK Sharma &Manpreet Singh. Sh Yanamandra acted as a link between offsite and tank farm
piping engg. and its execution.  Ashish Puntambekar and Fareed Anjum joined as GETs in TF project team. As the project team was enlarging the whole office was shifted from Tulsiani to vakola and full fledged project establishment got formed there. NV Giri was my able personal secretary. That time, Mr Duleep Singh, Retd. RCF Chairman joined the company as chief of projects. Later M/S Palande, D Murali and CW Joshi from H&G joined Reliance for strengthening the project team. On the construction front. GSRao took the captaincy with strong team drawn from ex-EIL and ex-H&G .
Mr V Sridhar was identified as the key person for construction planning and material management at site.

 As PM Tank farm , my first task was to develop the layout  meeting the safety requirements  as well as complying the national statutory stipulations-that time The Department of Explosives under CCE-Chief controller of explosives.  That department was formed in 1898 by Britishers to take care of explosive manufacturing/handling and later  scope added to cater to ensure adhering safety in hydro carbon processing and storage.

Developing a complex tank farm sizing and layout, the biggest challenge- having different fluids possessed by several end users and differentiating between liquid state that too under A,B,C category
based on  flash point and liquified petroleum gas stored at pressure &corresponding gantries!!                                                                                                                                                Contd.....
Key Aspects :- Conviction, Critical challenge, Innovative, Multi discipline exposure, Proactive approach,  Team building

P 29 PX at PG contd.

P 29

PX at PG Contd.

The third one is peculiar but very important in my life.

One day afternoon I  was busy on the job and walking from PX plant area to control room  for checking some loop response. I did notice S/Sh Dhirubhai Ambani -RIL Founder Chairman,and KK Malhotra  were standing and exchanging. As they were too senior in the management  I thought it is not right to stop and wish them, thinking that I might disturb their exchanges. But to everybody's surprise KKM  called me towards them and  wanted to introduce me to the Founder  Chairman of the company. He asked DHA whether he has seen me or know. Can somebody guess what was DHA's smart  response ?
"Who does not know the Company's maternity warden!"

KKM was puzzled and asked him, what does that mean? DHA answered stating that Ramanathan will be present where there is a problem  and he will find a solution. That is equivalent to a maternity warden in labour ward. On hearing that KKM had a hearty laugh. But I took it as a Best Compliment
 one can get from the company chairman.

 Technical issues &challenge during PX commissioning.
During line flushing and system box-up I used to remind and caution the operations time&again that they should ensure to drop the in-line control valves to ensure that the foreign articles/ weld scrap&rods etc. should not get entangled in the valve seat. But operations being themselves thought they are smart and did not practice that approach strictly. That overlooking really caused more pain to me/DGS and UOP start-up team particularly Don and Richard.
I can never forget 8th Nov. '88 in my life. As that was Deepavali day for Madrasis, I celebrated the function early morning and reached site only by 9AM or so.  KKM was taking round and he crossed me. He said that your friend is waiting for you, go and meet him. I was puzzled that who has come so early in the morning. Then he showed his hand  up and pointed towards top of PAREX manifold.
Immediately I could understand that the control valves FV 6016 and LV 6018 are giving trouble. In UOP Technology,these two control valves have to act within 30 secs from close to open to ensure the finished  PX product quality to 99.6% purity in PAREX manifold. Myself, Richard and DGS  did not suspect the line flush as culprit  but suspected the copper tubing, Fisher valve interior design and looked at every possible factor as Instrument engineers. After struggling for 2 days, we dropped both the valves and took to mechanical workshop for stripping them open for interior configuration check.
To our horror we found that the foreign media have given several cuts to the plugs and valve seats.
Immediately AV and Saxena  came to our help; they took the shaft and plug in different lathes and machined finely.Then they got them lapped  to have uniform seating. That only rescued us from the challenge and thereafter commissioning was smooth. Rather, after that whenever KKM met me, he used to say,Ramanathan you are the right person to handle/tackle these operation personnel.
He only advised me stating that you have reached top in instrumentation and high time you start taking exposure in other disciplines like compressors/ pumps etc. Taking cue from him, AV asked me to stay back in PG itself promising that he will ensure promoting me to Chief Engineer. But I flatly rejected that offer saying that I am cut for projects and cannot function in regular maintenance routine. So on Dec.31st I closed my innings at PG and moved back to Tulsiani chambers.

Key Aspects :- Multi discipline exposure, Motivation, Recognition, Technical issue

P 28 PX at PG execution

P  28

PX Execution Contd.

On request UOP mobilised 5 member team under Mr Don Bell. The leaders were Don Bell, Murphy& Richard. Richard was the instrument specialist and was in constant touch with me and my team. As PTA has been commissioned and running, we could get only DGS, Venkatesh and Baldota from the old team.So we recruited  M/S Venkateswaran, Chandra Sekhar, J Balu, Nagesh, Raja Rajan
 and strengthened Reliance team. It so happened that all of them were from MIT-some DMIT and others B Tech. We had the full co-operation from M/S  Saxena and Ashok Kumar  as well as Sh A Venkataraman for all our mechanical works.
 On technical front, usual goof-ups of DEC (here also John Brown) was very much prevalent.  My team with Richard's help took enough care to address all of them and manage. Here two important items have to be noted- 1 ) Since the control valves actuator was very large in many cases, M/S UOP have particularly recommended to go for 3/8" Cu. tubing instead of conventional 1/4 " tubing but still JB missed them out! So case by case we got them changed with mechanical department help and checked the stroke test carried  out for noting the speed of response. 2) In case of Neles Ball valve, Richard was very particular to organise the helium test done for checking zero bubble test. In central work shop Venkatesh and Saxena got them done successfully and Richard praised them very much.

During PX execution, we faced another drama!  Those days being Rule Raj existed in India, GOI issued notice to RIL stating that the clearance for PX capacity was only 75000TPA and how come the company have gone ahead with 90000TPA design in some equipment! They deployed an audit party from EIL (under Mr J Rangachari) to completely inspect our premises. The authorities in Govt. did not understand that even EIL puts design margin while specifying the equipment sizing.  Since JR being an experienced personality and having worked in L&T before joining EIL, his inspection has really benefited Reliance.

While executing PX only, AR got the opportunity to get exposed on fire fighting  systems engg. and field execution. With M/S TechnoFire (Praful Sanghrajka)as contractor, effectively  I got involved in Halon system execution for control room and A3 tank  farm  .fire water network and tank protection by MVWS/Foam injection system. In those days, since TAC were the statutory authorities to rate the insurance premium discount, got introduced to stalwarts  M/S Sanjana, TRA Krishnan, Dilip Koimattur &others.That relation still continue with TRAK and Dilip even now; of course Praful is always there.
Here I recollect three important events:
1. A sad one- Mr Verma was recruited as maintenance manager for commissioned PX and for training he was deputed to UK. There on fourth day itself he fell sick and went into coma! It is to be recorded that Reliance Management went out of way to bring him back alive by taking up with Sh Rajiv Gandhi, that time PM  to engage a chartered flight with O2 cylinders and executed that challenge.. Unfortunate that Mr Verma did not recover at all and died after several months bedridden in Hinduja hospital.
2. I have to really remember the company's commitment towards employees. Though I took the promise from the management for house loan during my final interview in Dec.'86, due to work pressure on the job, I forgot that issue completely. But the management sent a word through personnel department Sh V Venkatesh that I have completed one year in the company  and I can avail the interest free loan. That is how my first tenement at Choolaimedu , Madras was possessed.

                                                                                                                           PX  Execution contd......

Key Aspects : -Incidence analysis, Multi discipline exposure, Motivation, Opportunity, Technical issue, 

P 27 Patalganga Experience

P 27

PG Construction exposure contd.
When we took charge of PTA Purification instrumentation execution We were repeatedly cautioned about the importance and cost of one Fisher Control valve in Purification reactor bottom. Since that CV shaft and plugs were made of Zirconium it costed Rs 4 crores in 1980s itself. Mr Gordon of ICI was taking that as personal possession and did not allow any contract personnel even to hook up the copper tubing to that valve. But as commissioning and maintenance instrument engineer ,he did not think or realize that foreign particles enter in any pipeline during field fabrication. Here also such a mishap took place and created some scratch on the plug surface. It was noticed by me and DGS but could not share with ICI and John Brown team considering the involved stakes. I shared the issue only with Sh A Poddar, who was looking after material co-ordination during PTA execution. Both of us tried to contact various parties in Mumbai and New Mumbai to explore the possibility of  powder coating on the plug and shaft. We could bump on one party at Taloja who said that he does have coating facility  but do not have this relevant experience; so he was not sure to give guarantee but accepted that he can give a try and will cost Rs 11000/-. AP and me took the gamble and immediately contacted Sh RK Sundaram, who was Chief Executive-Procurement then. Over phone he concurred and asked us to go ahead. We both stood in that shop whole day and got the shaft coated by 4PM. Next day, the CV was re-assembled in instrument shop and got it erected. The Best News is that the same valve is still operational in PG PTA.- 28 years !!

During field execution it was noticed that the DEC (John Brown) have missed out to include one integral orifice  along with DP transmitter order. The chaos and confusion was prevailing. I took the chance to explore the possibility of getting it fabricated locally. Reliance had one small time fabricator by name Sh Bachubhai. I called him and explained him the intricacies and specialty of that orifice  and requested him whether he can attempt. As he was highly dependent for Reliance interests he picked up that assignment. When he brought the finished product  the foreigners got astonished and appreciated his workmanship.

During commissioning phase of PTA, though I heard of that , H2 is potentially a dangerous gas and does not have any colour, my assistant  Arvind Patel had bitter experience. In one H2 flow transmitter
when he attempted to zero check by opening the equalizing valve in the manifold, the remnant gas in one side of impulse line  flashed on his ankle and fire emergency case arose. As it was evening 7 PM , I had the duty and responsibility to carry him to Raju Nursing Home at Panvel as emergency admission. Luckily his injury was not serious and he resumed duties in couple of days.

PG PTA plant was commissioned on 13th January'88 early hours. During that celebrations somebody posed a question to Mr PB Dighe, Site President asking what will AR do now since PTA is commissioned. He retorted saying he will jump the wall and will work in paraxylene execution.
PG PX technology licensor was M/S UOP.  As me and GS Rao  have worked with UOP in Visag.  we knew their style of functioning and punch list approach.We cautioned and advised  Reliance management  to line  up their start-up team manpower  right in the beginning itself. MDA being task oriented, understood that importance and ensured to mobilize their team immediately. That made Mr Don Bell and his team to be part of Reliance execution team for PX build up. I have faced different challenges during PX execution. GSR formed an execution team- P Garg, VLPerumallu ,Anantha narayan, Ghosh Chowdry and AR. That was the core construction team and each was given power to take the call as necessary.                                                                                          
                                                                                             PG Experience contd.......

Key Aspects :-Incident analysis, Initiative, Innovative, 

P 26 Patalganga experience

P  26

Ptalganga entry&Introduction
As per PND's directive I went to PG and  was directed to meet Sh J Sundar Raman.  For info. JSR was known to me right from my MIT student days.  I was a trainee under him in Neyveli fertilizers and later functioned as his contractor for GOP Cracker instrumentation at Baroda. So he was very familiar and cordial to me.  So on reaching his office we were discussing in general about family welfare and waited for PND's arrival. Once PND entered his cabin, he was surprised to see us moving and exchanging freely. He asked JSR how do you know him? His response was  Who does not know this bandikoot! he is well known in Instrumentation execution in India. Immediately PND left the place stating my job is over; you two manage. That is how my field exposure in Reliance originated.
In few weeks Mr GS Rao, my neighbor and EIL site chief at Visag. joined Reliance  and reported as head of construction at PG. Naturally my boss has changed from JSR  to GSR. Since I knew both of them very well transition was smooth.
In the work front, usual engineering office folly were very much there. As site instrumentation chief I have been asked to take the call and I got full recognition and co-operation from one&all. My immediate deputy was DG Sangawar under whom Arvind Patel and Vyas were there. Below them there were many engineers- Venkatesh, Godse, Vora, Chavan, Khandalkar, Rathod, Mukesh Garg, Raghavendran ,Baldota ...... PTA plant have got two distinct divisions- Oxidation and Purification. In whole of Oxidation, the main challenge was O2 monitoring and control in OXY reactor. Though John Brown personnel were there in site, it was Vyas and Vora  who addressed the finite issues and with DGS directions, managed the challenges. When it came to Purification, Arvind Patel took the initiative and tackled all the misfits in  Purification reactor and centrifuges. DGS took the call in addressing the main air compressor in PTA which had direct link with energy centre for steam turbine drive. He also personally managed the final product silo control having special pneumatic relays.
Raghavendran with Mukesh Garg and Rathod managed the energy centre and utilities block. In initial days, Baldota,Chavan, Venkatesh and Khandalkar took care of establishing the instrument maintenance shop and calibration. Later Venkatesh and Baldota shifted to Paraxylene plant execution.
Chavan took the total responsibility in establishing a robust workshop.

A special mention here. In PG only, since the client engineers themselves supervised and managed the construction execution, the real literal ownership mentality culture was evident. My boys used to demand for corrections if they observe any thing wrong, not only in instrumentation discipline but with all allied disciplines. We used to see team work but at the same time competition among themselves.
Specific technical points while executing PTA
1. Control room system configuration
2. Purification Reactor control valve
3. Fabrication of integral orifice
4. Hydrogen flow transmitter incident

Having got experienced with two DCS system- Honeywell TDC 2000 at  Schwedt,E Germany and YEW Centum at Visag Refinery, When I first saw ABB dual mini computer system at PG, I had shock! I came to understand that BRM and Dave Walton  of John Brown only configured the system  with ICI Gordon's approval. As my deputation to PG was late, it was too late to incorporate an ideal DCS for PTA and PX at PG.  As forecasted  the issue of data share and change over were very much prevalent. Even after commissioning they continued to struggle and later changed to conventional DCS.  Another sore point was- the control room did not have false flooring! So every time if one have to check the cables, it required enormous labour to lift the steel plates.
                                                                                                     PG Experience Contd......

Key Aspects :- Delegation, Human relations, Incident analysis, Initiative, Leadership, Recognition,
Reputation, Surprise&shock, Technical issue 

P 25 Reliance Joining

P  25


Reliance Innings Begin-1987 Feb.27th

Having taken the appointment order,I thought I can join in May'87(after my first son's annual examinations at Vishaka Valley School). But PND had other ideas&asked me to report as early as possible. For that Reliance management was courteous enough to offer that I can take a rented accommodation at Visag and leave the family there until the school closure and company will reimburse the rent. All these factors gave me more confidence. So leaving the family in a rented
accommodation at Pedda Waltair,I flew to Mumbai on 26th Feb '87- since I was relieved by HPCL on 25th afternoon after due notice period formalities. As per understanding with the company, bulk of family goods were booked in a transport lorry to Navi Mumbai and they were put in a temporary housing at Vashi, since the home selected for me -20 Rohini Apartments was not available for occupation until March end. So initially I stayed in my sister-in-law house only and used to attend office at Tulsiani Chambers.

My Reliance innings started on Feb.27th,1987 and still continuing! When I began my career here I had no idea what are in store for me!!One important thing is to be noted here. I am one of the luckiest person to enjoy the experience of Reliance Growth. I got exposed to all aspects of hydrocarbon industry- Technical/Commercial/ Legal/Insurance/ Environment issues/ Material sourcing/ Logistics/
Statutory compliance/Commissioning ,Operation& maintenance/ HSE&LP including the development of Risk Register etc.  My exposure covered- right from conceptualization to steady state operations not only in in instrumentation but all facets of engineering disciplines as Project Manager/Engineering Manager in the world's largest Refinery and Petro-chemicals complex. I am proud to share that I have grown with the company  & my little contribution have played a major part in the company's development  and growth. Though I am in Reliance Industries role for the last 29 years, my employment have changed 6 times within the group set-ups.

Let me share how my life and career have evolved in all these 29 years. There were very high and low esteems during this period. I shall attempt to share and highlight my experience in Reliance by citing several incidents and challenges that I have faced..I have enjoyed all of them.

As I have mentioned earlier, when PND and KK roped me to Reliance, they had only Hazira petro-chemical plants in mind. So initially I was part of Hazira project team under Mr N Gopal sitting in Tulsiani Chambers. The project team had the task of identifying the various could-be licensor/s for
the various plants envisaged there. As the time was moving on, one day PND broached the subject
of deputing me to Patalganga to effectively participate and contribute for the  upcoming PTA plant implementation under ICI Technology ,John Brown,UK being the engineering contractor. Without hesitation I responded that it is my duty and responsibility to serve in the best of company's interest.
But they had their internal issues; Sh B R Mehta was the manager in position, who had the dual responsibility of both procurement as well as engineering/construction management. M/S ICB was the instrument contractor, managed by Sh K Chandrasekhar, another DMIT. So PND deliberated this with MDA. After few days, one fine day PND's Secy. told me that the boss wants me to be in PG and he will meet me there, as he was coming back from Delhi. That is how first field exposure in Reliance originated.                                                                     Contd.........

Key Aspects :- Multi discipline exposure, Opportunity, Proactive approach, Transfer, Ups&down