Commemorative book - IPMA

Commemorative book
IPMA International Project Excellence Awards
Finalists 2012
®

Introduction from the
IPMA Vice President
Standards and Awards
Nino Grau
“Only bad news is good news” is the motto I always think about, when I read
about research done about projects that fail (not in time and in budget or poor
performance). I wish to read more about excellent projects, about people who
manage excellent projects and about organizations who give their project
managers the chance to be excellent.
Of course that means that these organizations have the senior management
with competency to bring excellent people together and empower them.
IPMA will honor all these people who make excellent projects possible,
but how can we know whether our projects are excellent?
IPMA supports the global project management community with a unique
benchmarking tool. The IPMA Project Excellence Model allows assessment
even of very different projects. This model and the mature assessment process
are the basis for the assessment of projects for the IPMA International Project
Excellence Award. Experienced assessors have been using this method
successfully for years. In a tough process of competition, excellent projects
from all over the world have been chosen to be awarded during the
IPMA World congress in Crete.
Now we are happy to be able to present these projects to the global project
manager community and encourage project managers to follow these
exemplary achievements. We congratulate project teams who have not
only shown an outstanding performance but are also willing to share
their experience with the project manager family for the advancement
of the field of project management and the benefit of all interested parties.
Nino Grau
IPMA Vice President
Standards and Awards

4
International Project
Excellence Award Jury
The Award Jury accompanies the assessment process. The Award Jury members represent companies,
authorities and other organisations practicing project management. They decide, on the basis of the
final assessments, which project teams will be the Finalists. From the Finalists the Award Jury selects
the Prize Winner(s) and one Award Winner per category.
The members of the Award Jury 2012 are:
Mr Pierfrancesco Sagramoso (Italy) – Chairman of the Award Jury
Mrs Constanta Bodea (Romania)
Mr Frank Menter (Germany)
Mrs Mary McKinlay (UK)
Mr Reinchard Wagner (Germany)
Award Categorisation
Projects from different industries and with certain amount of effort in time and cost can apply
for the IPMA International Project Excellence Awards. Since 2010 the applicants for the IPMA
International Project Excellence Award have the possibility to apply in three Award categories:
Project Excellence in Medium-, Big- and Mega-Sized Project. (see the table below)
Criteria
Project Excellence
in Medium-Sized
Projects
Project Excellence
in Big-Sized
Projects
Project Excellence
in Mega-Sized
Projects
Project duration – at least 1 year at least 2 years
Phases completed all finished all finished all finished
Project deployment (in months
after project completion)
Budget –
Number of people
involved in the project
External sub-contractors and
independent organisations involved
at least 3 months at least 3 months at least 6 months
at least
5’000’000 Euro
– at least 50 over 100
at least 1 at least 1 at least 3
more than
100’000’000 Euro
Multicultural characteristics is an advantage is an advantage is an advantage

Finalists 2012*
Project Organization Award status
Project Management of Changjing
Ancient Town’s Rebuilding, China
Education for Youths, Youths for Peace
and Development (EYYPD), Nepal
Technical Assistance for Development
of NCTS and Integration to BILGE, Turkey
Basic Product,
Russia
Air Separation Unit (ASU),
Iran
New High Efficiency Filter House Supply and
Installation during a major inspection, Trinidad
TAG EXP. 4,
Austria
EPC Jambi Merang Development Gas
Production Facilities, Indonesia
70 Million Bags Program - Project SOUTH,
The Netherlands
Gate LNG Receiving Terminal,
The Netherlands
* in order by category and award status
Project Excellence in Medium-Sized Projects
JianYe Heng’an Project Management
Incorporated Company, China
Underprivileged Children’s Educational
Programs (UCEP) Nepal, Nepal
SIVECO Romania SA,
Romania
Project Excellence in Big-Sized Projects
SBERBANK of Russia,
Russia
Arvand Petrochemical Company,
Iran
GE Oil & Gas – Global Services,
Italy
GE Oil&Gas – Turbomachinery,
Italy
Project Excellence in Mega-Sized Projects
PT Tripatra Engineers and Constructors,
Indonesia
Amsterdam Airport Schiphol,
The Netherlands
TECHINT Engineering &Construction + SENER Ingenieria
y Sistemas, jointly as TS LNG BV, Italy
Prize Winner
Prize Winner
Finalist
Award Winner
Prize Winner
Finalist
Finalist
Prize Winner
Finalist
Finalist
5

6
PRIZE WINNER
Medium-Sized Projects 2012
JianYe Heng’an Project Management Incorporated Company,
China
Project: Project Management of Changjing Ancient Town’s Rebuilding,
China
Established in February, 2005, JYHA majored on whole process project management.
It owns various crucial qualification certificates from government in construction and
project management. The company has passed certificate ISO9001: 2008 in the whole
process management (supervision included) more early than its peers.
Adhering to its sublime mission “to be system integration expert in China engineering
project management”, JYHA offers whole life project management services to project
investors. It has established branches in 20 important cities across China.
As one of the important projects, Located in Chanjing town of Wuxi, 120 kilometers
from Shanghai, Changjing ancient town Reconstruction and Expansion project is
a typical case of Chinese traditional material culture protection. This project includes
three subprojects, namely the river course, the old streets along the river banks and its
transport infrastructures.
With total investment of 145 million RMB (ca. 18 million €), the project was started
in March 16, 2010, and completed December 20, 2011. JYHA was its whole process
project management contractor, the contract amount is 3.8 million RMB (ca. 478,800 €).
During the project, the project team overcame a lot of difficulties to achieve the project
objectives. For example, they balanced the expectations between the stakeholders
successfully. Organizer of the movie festival led the project “One River and Two Streets”
schedule three months earlier, so the project management company needed to coordinate
the whole plan with construction company to make sure that the main field could be
available to satisfy both construction companies and owners. Moreover, they implemented
lots of measures to optimize the management process of the project, specifically, the
success of this project embodies the excellent project management capacity of JYHA,
namely, (1) deployment of capacity of human resource role; (2) solidifying, multiplexing and
commoditizing of experience, (3) communication and coordination ability; (4) application
ability of risk control measures and its tools; (5) company guarantee system and
supporting capacity.
As a result, the project raises the image of Changjing
Ancient Town as a place of interest and its commercial
level, accumulates the company’s experience, optimizes
the company’s management team and obtains
more project management business. What’s more,
it produces good social and economical benefits
and boosts a permanent development, trains the
team and cultivates their talent, thus strengthens
the ability of competition in the market.
The ancient town inherits the history and culture,
which restores and expands the local intangible
cultural heritage and traditional handicraft. Being
renovated and shown at successful photographic
exhibitions, the ancient town allured more tourists
and the local tourism boomed, after completion,
Changjing gained many honors such “noted historical
ancient town in China”, “best recreation town of
China”, contribution award of 19th Jinji and Baihua
Film Festival.
Although the contract amount is not quite large,
“the whole process project management” mode
received accreditation from all the stakeholders
in Chinese society, which has milepost sense
in the long run.

PRIZE WINNER
Medium-Sized Projects 2012
Underprivileged Children’s Educational Programs (UCEP) Nepal,
Nepal
Project: Education for Youths, Youths for Peace and Development (EYYPD),
Nepal
Education for Youth, Youth for Peace and Development is a social development project
that provided livelihood opportunities through technical and soft skills to youths affected
by or affiliated to armed conflict. During a whole decade armed conflict (1996 - 2006)
between the rebel (Maoists) and government had severe consequences on people’s lives.
Most affected were rural poor; women, children and youth, in particular. More than 13,000
people lost lives and thousands more are still missing. There were curfews and restriction
on mobility of people. Schools were irregular; social, cultural and economic activities grinded
to a halt. Life was insecure as civilians were caught in crossfire between security forces and
insurgents.
Many youth fled the country or migrated to cities and towns. Adult population living in rural
areas dwindled down to a bare minimum. Only after the peace process in 2006, people dared
to go back home and live a normal life. But, for children and youth who had discontinued
school, there was not much to do other than farming without academic qualification or
training. There was much frustration, psychological trauma, despair, anxiety and desperation
to do something meaningful.
In this context, UCEP Nepal developed a 5 year (2007-2012) project in partnership with
Save the Children International with the purpose of contributing to lasting peace and harmony
in communities. It aimed to create conducive environment for youths to be productive
in society with technical and vocational skills that secured decent job opportunities.
Its quantitative objective was to develop 400 youths from most conflict affected areas
as role models. A robust technical training program was designed with components for
motivation, literacy, life/soft skills, psychosocial and career counselling, industry linkage,
job placement, and follow up. The core essence was to develop their human, social and
emotional capital.
An independent post project evaluation concluded that the job placement rate would be
85% of the 412 youths who graduated. Their average salary was 3 times more than the government’s
minimum wage 1 out of 10 is self-employed.
In terms of social inclusion: 4 out of 10 were girls; 6 out
of 10 were from ethnic and marginalized groups.
Successful candidates are doing well in their career
and supporting their families. They are motivating
others in communities. The qualitative contribution
of the project to serve the need, restore hope and
secure the future for the conflict affected youth
and their families is considerable. It has revitalized
the social and economic fabric, though in a limited
scale.
Lessons learnt have contributed to make projects
and programs market-oriented and meaningful for
beneficiaries. It has institutionalized collaborative
approach to involve multiple stakeholders such as
their family members, local civil society organizations,
employers, government bodies, associations and
schools.
UCEP has since partnered with Skills for Employment
Project funded by Asian Development Bank, Fund for
Local Cooperation of Embassy of Finland and Aide
et Action International with challenging projects
to serve highly marginalized youth.
7

8
FINALIST
Medium-Sized Projects 2012
SIVECO Romania SA,
Romania
Project: Technical Assistance for Development of NCTS and Integration
to BILGE, Turkey
The project “Technical Assistance for Development of NCTS and Integration into BILGE”
developed and implemented the New Computerized Transit System (NCTS) for the Turkish
Customs Administration (TCA), and integrated it into a web-based BILGE system (Customs
Declaration Processing System).
NCTS is a Europe-wide computerized system which controls the movement of those goods
in transit that are not in free circulation, throughout the territory of the European Union
(EU) and EFTA countries.
NCTS is a huge Trans European system which manages at European Level:
• Over 10 millions movements per year
• Over 50 millions messages per year
• Over 300 000 users
Project duration: December 2008 - November 2010.
Through this project, TCA integrates the European IT Customs systems (CCN/CSI, NCTS)
into BILGE maintaining the current advantages of the national applications and thus
creating an integrated, common electronic environment.
The project was implemented in five phases:
• Start-up phase,
• Pilot phase,
• Functional phase,
• Operational phase,
• Close-up phase,
The Project Management approach has been a mix between the TEMPO methodology
imposed by European Commission DGTAXUD and SIVACOP methodology – developed
by SIVECO Romania. The USDP methodology, has been used to drive the application
development.
Methodologies used are based on the very best current systems development practices
worldwide. The projectaimed to ensure sustainability of the project outputs. The approach
was ensuring a solid understanding, adoption and implementation of each project output
by the beneficiary, precise tailoring of all outputs to national requirements.
Due to its geographical position, Turkey is a key point in the intercontinental commerce
between Europe and Asia this project has a major impact in providing better services.
Beyond the original brief, SIVECO Romania offered the Turkish Customs Administration,
a solution that capitalizes the previous work and investments in IT Customs systems.
The solution developed and implemented for the TCA, brings important advantages
and benefits, contributing to the modernization of customs IT systems both from
technological and user’s viewpoints.
NCTS was designed to cover:
• 160 Customs Offices
• 2,000,000 transit documents per year
• average response time: 3 seconds, irrespective of the number of users

AWARD WINNER
Big-Sized Projects 2012
SBERBANK of Russia,
Russia
Project: Basic Product, Russia
Established in 1841, Sberbank of Russia (Bank) is the largest credit institution in Russia and
CIS, accounting for 26% of the aggregate Russian banking assets and 30% of banking capital.
At the “The Economist” 2012 rating Bank was second (after Apple corp.) among the best
stocks of the past decade.
Sberbank is the modern universal commercial bank with diversified businesses and the largest
countrywide branch network with 17 regional head offices and about 20,000 retail outlets.
Expanding international network includes foreign subsidiaries and representative offices
at Central and Eastern Europe (Volksbank International AG owned by Sberbank since
February 15, 2012), Kazakhstan, Ukraine, Belarus, Germany, China, India.
The bank pays special attention for development of the exceptional Project Management.
The last 2 years Sberbank:
• successfully completed IPMA Delta® Assessment. For the first time in Russia,
bank’s IT-Block was certified for a class 2, “Defined”;
• IT-Block has confirmed his ISO/IEC 20000:1-2005 Standard validity;
• was certificated at Level 2 of the Software Engineering Institute Capability
Maturity Model Integration CMMI®-DEV.
Basic Product is one of the key Development Strategy 2014’s projects and means deployment
of a new service format for retail customers that develops customer care, enlarges service
spectrum, and motivates clients to use more standard Bank’s services through remote service
channels in 7x24 mode.
Conjunction of modern IT technologies, profound modification of services, processes and
customer agreements, including development of Integrated Bank Service Agreement (IBSA)
provided tight connection between client’s cards and accounts, enabled access to accounts
and operations through all service channels, all of these intended to make positive shift of
customer loyalty.
Basic Product project itself not only changed the way of the relationships with clients, but
had profound impact on project management at the Bank as well. At the start of the project
there were few defined processes and procedures and dozen of professional project managers
but at the project closure with the help of the project team and lessons learned more than
10 new regulation documents describing all functional areas of project management were
implemented and more than 100 project managers were certified by IPMA.
In 38 months by 316 core team members and more than 2000 internal and 1000 external
employees (12 contractors and suppliers) in the budget of more than 18 million euros project
was executed and successfully finished. During the project new model of staff training was
developed, which helped to provide training for more than 75 000 of the Bank employees.
Regarding the scale of the project and main IT-Block principle to provide stable and efficient
services for internal and external clients, new process for software testing and rolling out were
developed and helped to provide a new level of process contingency.
At the start of the project the IT landscape of more than 50 information systems used at the
retail processes was scattered with inefficient and timely procedures (different transfer capability
of used channels) of information synchronization across spread all over the Russia regional
offices. During the project information systems review their number were reduced up to 30
systems and for them new Enterprise Service Bus (ESB) integration layer was implemented.
ESB enables real-time end-to-end operations between regional facilities in nine time zones
across Russia. It is the world’s biggest integration solution based on IBM WebSphere products.
More than 30 million clients have got access to 15000 universal payment terminals, 45000
PIN keyboards, 40000 ACT with completely new interface and personal office. Sberbank
became more client oriented, which means:
• The bank knows its clients better and can secure their loyalty.
• Efficient communication with clients through all types of channels.
• Environment care with use of non-paper technologies and remote services.
• Regular proposals of products with defined priority and offer order for different
types of clients.
• Additional possibilities for cross-product sales.
9

10
Arvand Petrochemical Company,
Iran
Project: Air Separation Unit (ASU),Iran
APC is a subsidiary of NPC (Iranian National Petrochemical Company). In order to satisfy
NPC objectives and to supply the required raw materials for downstream industries in
domestic and international markets, APC has been constructed in site-3 of Bandar
Imam Special Economic Energy Zone in a land area of 108 hectares.
Chain complexes include Chlorine Alkali (CA), Ethylene Dichloride (EDC), Vinyl Chloride
Monomer (VCM), and Polyvinyl Chloride (PVC) units as well as subsidiary units like Sulphuric
acid, Air Separation Unit (ASU) and CF unit, cooling towers, Air Plant, salt-washing plant and
saline transfer pipelines. The products of APC have been listed bellow.
Consumers Production Capacity
(Ton / Year)
THE PRODUCTS OF APC
Products Plant
Detergent, Paper, Loom, … Industries 660,000 Caustic base on 100%
Detergent, Hygienic, Loom, … Industries 162,50 Javel Water
Other Petrochemical Complexes,
EDC Plant
Solvent, Resin, Wax, … Production
Industries
585,000 Chlorine
329,300 EDC
PVC Plant 343,000 VCM
Lower Production Industries
PRIZE WINNER
Big-Sized Projects 2012
300,000 S/PVC
40,000 E/PVC
Chlorine Alkali
EDC/VCM
Moreover, APC needed a variety of products as its feed, some of which have been internally
produced in APC and some others have been supplied from other petrochemical plants.
The following table deals with the feed and the plants supplying them.
Plant Feed Name Production Capacity
(Ton / Year)
THE FEED OF APC
PVC
Supplying
Source
Salina (Sar Bandar) 1,300,000 Salt-Washed 100% Chlorine Alkali
National Ethylene Pipeline 252,360 Ethylene
APC -Fajr Petrochemical Company 57,700 Oxygen(O2)
Chlorine Alkali Unit 395,930 Chlorine(C12)
Maroon Petrochemical Company 50,000 Hydrochloric Acid(HCL)
EDC/VCM Plant 343,000 Vinyl Chlorine Monomer PVC
EDC/VCM

FINALIST
Big-Sized Projects 2012
GE Oil & Gas – Global Services,
Italy
Project: New High Efficiency Filter House Supply and Installation during
a major inspection, Trinidad
GE Oil & Gas is a provider of advanced technology equipment and services for an array
of segments of the oil and gas industry, from drilling and production, liquefied natural gas
(LNG), pipelines and storage to industrial power generation, refining and petrochemicals.
The company also provides pipeline integrity solutions, including inspection and data
management, and design and manufacture wire-line and drilling measurement solutions
for the oilfield services segment.
Alter several years of experiences in LNG plant GE has demonstrated the importance of air
filtration system. Inefficiency on filtration can result in failures with consequent production
losses due to the ambient (marine and corrosive). GE has identified a long term solution,
highlighted the poor filtration grade of the installed Air Intake System, and the need of
a new brand High Efficiency Filtration system. For GE and his supplier this project represents
a stepping stone in the LNG world business were, potentially, all LNG plants could have
the same problem representing therefore a huge business opportunity. It was important
to develop a system and a method of installation that could be replicable in other plants
optimizing costs and profitability for the company.
For customer’s need of production, the installation of the new Filter Houses had to be
carried out during the planned Major Overhaul time window, which was fixed both in starting
date and duration. During this major planned activity, it was planned to exchange 6 fully
overhauled Gas Turbines (70 ton each) and perform 1 Liner Transition Pieces Inspection
(LTPI) and 18 “Minor Inspection” activities on Compressors.
The installation phase was the most critical activity in this project. Handling the modules
was very difficult because of the weight and the dimensions. Heavy lifting operations had
been tough because of the strong winds and tropical storms at site. Even the transportation
inside the site was a challenge for the project, so a study and a dry run test were carried out
using a cart with wooden dummy equipment. The route within the Customer Process area
required some verification; protection has been built for existing pipe rack to perform
a “special jump” with the equipment.
Coordination between the Filter House team and
Contractual service team to perform the huge
contractually planned maintenance activities
in parallel has requested a dedicated team for coordination
and specific “outage excellence” procedure
tailored for the project. Logistics and simultaneous
operation between two teams during the execution
has been a challenge for the huge amount of transportation
& lifting performed in a very confined space
from the deck to the laydown area and GE workshop.
As usual for all executed planned outages, GE did not
neglect any detail in terms of Health & Safety, following
very strict EHS rules and ensuring zero accidents
during operations.
Results was terrific:
13 month of preparation; 26 working days for the
execution phase; Project target achieved for
all stakeholder’s; 700 people involved since
the beginning; 187200 labour hours at site;
1144 lifting task performed ; 1 Near misses ,
0 recordable accident.
11

12
FINALIST
Big-Sized Projects 2012
GE Oil&Gas – Turbomachinery,
Italy
Project: TAG EXP. 4, Austria
The TAG EXP:4 project, approximately a 100 million USA dollars project, has to be
contextualized in the complex framework of the European necessity to increase the
capacity of the natural gas pipelines (TAG pipeline) with the aim of deregulating natural
gas transportation and distribution inside the European Community
TAG pipeline, which pass through Austria from the north to the south is the subject
of the expansion of TAG EXP.4 and delivers natural gas from Russia to Italy. The pipeline,
belonging to Gazprom up to the Austrian boundaries, is then property of the Austrian
company TAG GmbH; over this last line ENI has transportation rights for the 90% of the
total transportation capability. The pipeline is saturated by the natural gas that ENI
purchases from Gazprom with a 25 years extended contract. Therefore, in 2006 ENI
decided to increase TAG pipeline capacity with the aim to introduce new dealers in the
natural gas market in Europe and in order to get round the problem of ENI pipelines
capacity saturation.
GE Oil&Gas project team manufactured and sold 6 new units to OMV for the two new
stations of Eggendorf and Weitendorf while, at the same time, was engineering and
developing a new auxiliary system (anti-ice), introducing a major change in the original
scope of supply (WHRU system) and suspending the activities of one of the two station
to better understand and meet customer changed needs. Despite the project complexity
and the huge changes which occurred during its development, customer requirements
were fulfilled with full customer satisfaction and the new introduced auxiliaries are now
a standard inside GE Oil&Gas. The main proof of this successful result is the new order that
GE Oil&Gas received from OMV/ENI just one year after project completion, including the
supply of the new anti-ice system and the request for TAG EXP.4 project team confirmation.
TAG EXP.4, being a turnkey project installed in an European country, is considered
in GE Oil&Gas a very complex project with a high risk.
As a result of this turnkey requirements and due
to the stringent European regulations governing
the Oil and Gas sector, this project required
a delicate and complex management.
Two examples are:
• the Waste Heat Recovery Unit (WHRU), required
by the local authorities of Weitendorf in order to
satisfy the stringent environmental regulations;
• and the implementation of a heavy modification
to the control panels in order to satisfy the SIL
safety norms, an obligation expressly posed by
TÜV Austria to our customer in the absence
of which no permits to run the units would
have been given.
Finally Customer organization represented
an additional complexity for the management
of this project, GE Oil&Gas team had to deal with
2 PMs from TAG-WG, 1 PM from the EPC company
Saipem, 2 EPC companies and a highly demanding
final customer represented in the 2 different stations
by 2 different teams with different interests and
expectations.

PRIZE WINNER
Mega-Sized Projects 2012
PT Tripatra Engineers and Constructors,
Indonesia
Project: EPC Jambi Merang Development Gas Production Facilities, Indonesia
Jambi Merang Development Gas Production Facilities is located Musi Banyuasin Distric,
South Sumatera Province, Indonesia. This facility is operated by Joint Operating Body (JOB)
Pertamina Talisman Jambi Merang. The facility is built to produce 120 BBTUD sales gas
and 13500 barrel/day natural gas liquid (NGL) from production wells in Pulau Gading
and Sungai Kenawang area. The sales gas will be distributed to power generation plant
operated by PT Perusahaan Listrik Negara (State Owned Electric Company). Meanwhile,
the NGL will be further processed to produce LPG.
The gas production facilities using 3 process licenses, i.e. Amine Guard FS CO2 Removal
System, Molecular Sieve Dehydration System and SCORE LPG Recovery System.
The licensor for Amine Guard FS and Molecular Sieve Dehydration is UOP; meanwhile
the licensor for SCORE LPG Recovery is ORTLOFF.
The procurement materials for the project came from domestic and foreign countries.
It involved approximately 300 vendors. The domestic vendors supplied pressure vessels,
air coolers, tanks, column, cables, steel structures, etc. The foreign vendors supplied
compressors, pumps, valves, etc. They came from USA, Korea, Canada, Spain, Singapore,
Malaysia, Germany, UK, Italy, France, Austria, etc. Hence, it involved sophisticated supply
chain management system to handle purchasing, expediting, packaging, shipping, custom
clearance until material delivery to site, which is in remote area.
In executing the project, safety has always been the important factor to be counted for.
The project achieved Zero Loss Time Injury until Mechanical Completion with total
man-hours of 9,441,025 man-hours.
The project gives economic impact to the regional society specifically by providing fuel
gas for the electricity requirement. The power availability is one of the important stimuli
for economic growth.
It also develops the local society through opening of new employments for various
positions during project execution and after project handover. The operator of the plant
is recruited from regional area and their capability to operate the plant safely is improved
via training program.
13

14
FINALIST
Mega-Sized Projects 2012
Amsterdam Airport Schiphol,
The Netherlands
Project: 70 Million Bags Program - Project SOUTH, The Netherlands
70MB part 1 consists of four subprojects, of which three are completed.
This includes the SOUTH project.
South Hall
South (15,000 m2 ) is the baggage hall across from the Schiphol Centre air traffic control
tower. The hall contains cutting-edge technological facilities, including six baggage robots
and a fully automated underground buffer system with 4200 storage positions. The hall
also contains 20 short laterals, two transfer unloading quays with screening facilities, and
two carousels. The facilities in South can process a total of 2000 transfer bags and 2000
check-in bags per hour.
Processing at the new facility are conducted on the basis of the new approach designed
to reduce last-minute workloads before flight departure. Under the current approach,
flights are handled at a single location, using a single lateral. In the South Hall, robots are
preloading carts and containers from the buffer as soon as it contains a sufficient number
of bags: this is known as the pull concept. During the final hour, baggage is loaded from
the last-minute lateral. Just before departure, the final bags are fed onto the time-critical
carousel.
In other words, the baggage for a single flight is arriving from three different locations.
All carts and containers designated for the flight in question are collected and transported
to the aircraft.
South Project
The design fase of project South started in 2005 and finished in 2007. This included a readjusted
global design in which stakeholder and business benefits were re-aligned with design
specifications. This facilited an efficient construct fase. The spent on changes was 1% of the
overall project actual expenditure. The construct fase started in 2008 and was concluded
in 2010.
During 2011 operational performance test proved the robustness of the new facilities
and the project was completed under zero-defect conditions.

FINALIST
Mega-Sized Projects 2012
TECHINT Engineering &Construction + SENER Ingenieria y
Sistemas, jointly as TS LNG BV, Italy
Project: Gate LNG Receiving Terminal, The Netherlands
The scope of the project is the Engineering, Procurement, Construction and Commissioning
(EPC) Contract for a new Liquefied Natural Gas (LNG) Receiving, Storage and Re-gasification
Terminal (in Project Financing).
- Two LNG jetties suitable to receive LNG Carriers of a size up to 270 000 cbm (Q-max)
- Unloading lines to allow transfer of up to 15 000 cbm / hr
- Three full containment LNG storage tanks, each with a net capacity of 180 000 cbm
- LNG pressurisation to reach maximum NG grid pressures of 80 bar g and vaporisation
based on Open Rack Vaporisers, using a waste cooling water return from a nearby Power
Plant, with a Send-out capacity of 12 BCMA plus 20% swing and guaranteed availability
levels in excess of 99.5 %. Metering before tie-in to national Gas grid. Options for
1 additional Tank and additional send-out capacity to 16 BCMA.
- Minimum Send-Out facilities including a Booster Compressor and a HP LNG Blending Pump
The plant has been built on a reclaimed land located in Maasvlakte, at the entrance of the
Port of Rotterdam, NL
Four companies joined to realise this project forming a Consortium named TSEV.
More in detail, Techint is leader of the Consortium composed by a JV between Techint
and SENER (50%-50%) and a sub-consortium between Entrepose Contracting and Vinci
Construction Grands Projets.
The Consortium TSEV summarizes a good combination of construction expertise (Techint),
of process know-how (SENER) and experience in the LNG tanks business (Entrepose
and Vinci). Techint is the Consortium leader. Techint and SENER have formed a 50-50 JV
(named TS LNG) while Entrepose and Vinci have formed a sub-consortium whose leader
is Entrepose. The client, Gate Terminal B.V., is an organization formed by two main shareholders
Vopak (NL) and Gasunie (NL) (42.5% each) and three minority shareholders,
OMV Gas International (A), E.ON Ruhrgas AG (D)
and Dong Energy (DK) (5% each).
Several factors make this project unique in the LNG
business in northern Europe:
- excellent performance from the HSE standpoint
- fulfilment of Project schedule (from Notice To
Proceed to Take Over: 44 months)
- customer satisfaction about the fulfilment
of the requested quality standards
Furthermore, from the technical standpoint,
the following aspects make Gate project different
from the other existing European LNG terminals:
- The Project has been developed taking into
account the latest European code requirement
for LNG terminals, i.e. EN1473.
- The high degree of automation is such that
the plant is fully automatic and can run with
minimum intervention by the operators
- The use of warm water coming from the nearby
power plant allows the use of Open Rack Vaporizers
instead of Submerged Combustion Vaporizers:
this is an environmentally friendly solution, allowing
saving the energy of the fuel gas in the SCVs.
The warm water is delivered from the power plant
to the LNG terminal process area through
two parallel pipelines, each 3.5 km long,
and 1 km long underwater tunnel.
15

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Contact:
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IPMA Award Office Manager
e-mail: award@ipma.ch www.ipma.ch
IPMA also organizes the IPMA
Research Award as well as the
Young Project Manager Award.
Further information: www.ipma.ch
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