newsletter march2013 (5)

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MANAGEMENT ACTIVITIES S E T E N G IN E E R IN G P O L IC Y & S T A N D A R D S P R O D U C E & M A IN T A IN F E A S IB IL IT Y & F IN A N C IA L C A S E C O N T R O L O P E R A T IO N S & E N G IN E E R IN G A C T IV IT IE S O B T A IN A G R E E M E N T W IT H R E G U L A T O R Y B O D IE S S a fe ty & E n v ir o n m e n t C a s e R e g u la to r y R e q u ir e m e n ts A u th o r is a ti o n s R E G U L A T O R Y B O D I E S P R O D U C E D E T A I L E D P R O C E S S D E S I G N P r o d u c e P ip in g & In s tr u m e n ta ti o n D ia g r a m s P r o d u c e F u n c ti o n a l S p e c if ic a ti o n f o r E q u ip m e n t P r o d u c e C o n tr o l R e q u ir e m e n ts S p e c if ic a ti o n Id e n ti fy C o n tr o l R e q u ir e m e n ts Id e n ti fy T r ip R e q u ir e m e n ts P r o d u c e C o n tr o l R e q u ir e m e n ts S p e c if ic a ti o n S a ti s fy S a fe ty R e q u ir e m e n ts D e fi n e R e li e f & B lo w d o w n P h il o s o p h y D e fi n e P r o te c ti v e S y s te m ( In c lu d in g F ir e ) P h il o s o p h y D e fi n e H a z a r d o u s A r e a s P r o d u c e S a fe ty & E n v ir o n m e n t C a s e P r o d u c e P la n t O p e r a ti n g P r o c e d u r e s P e r fo r m a n c e r e q u ir e m e n ts O p e r a ti n g P r o c e d u r e s O p e r a ti n g C o n d it io n s A la r m / T r ip S e tt in g s S a fe ty & E n v ir o n m e n t C a s e P R O D U C E C O N C E P T U A L P R O C E S S D E S I G N D e fi n e O v e r a ll R e q u ir e m e n t D e fi n e E n d R e q u ir e m e n ts Id e n ti fy S ta r t C o n d it io n s - D e fi n e b a tt e r y L im it s - I d e n ti fy S ta te o f P la n t t o b e M o d if ie d Id e n ti fy C a n d id a te P r o c e s s e s D e s ig n P r o c e s s D e fi n e U n it O p e r a ti o n s P r o d u c e E n e r g y / M a s s B a la n c e P r o d u c e C o m p o s it io n o f P r o c e s s S tr e a m s D e fi n e C o n tr o l P h il o s o p h y P r o d u c e P r o c e s s F lo w D ia g r a m s P r o v id e I n p u t to F e a s ib il it y / F in a n c ia l C a s e Id e n ti fy S a fe ty / R e g u la to r y R e q u ir e m e n ts C O M M I S S I O N P R O C E S S & H A N D O V E R P L A N T P r o d u c e C o m m is s io n in g P la n T r a in C o m m is s io n in g P e r s o n n e l C o m m is s io n P la n t P e r fo r m T r ip T e s ts P e r fo r m C o ld C o m m is s io n in g P e r fo r m H o t C o m m is s io n in g T u n e C o n tr o l S y s te m s P e r fo r m A c c e p ta n c e T e s ti n g Id e n ti fy P la n t P e r fo r m a n c e E n v e lo p e C o m p a r e P e r fo r m a n c e to S p e c if ic a ti o n Id e n ti fy C o r r e c ti v e A c ti o n s & R e s p o n s ib il it y H a n d o v e r P la n t fo r O p e r a ti o n U p d a te O p e r a ti n g P r o c e d u r e s F in a li s e A g r e e m e n t w it h R e g u la to r y B o d ie s P e r fo r m P la n t H a n d o v e r O P E R A T E P L A N T E n s u r e S a fe P la n t O p e r a ti o n O b ta in O p e r a ti n g P r o c e d u r e s O b ta in O p e r a ti n g S c h e m a ti c s D e fi n e S a fe ty a n d S e c u r it y P r o c e d u r e s O b ta in C e r ti fi c a te t o O p e r a te M a in ta in S a fe ty C a s e T r a in O p e r a ti n g P e r s o n n e l P la n & S c h e d u le P la n t O p e r a ti o n D e fi n e O p e r a ti n g M o d e s P la n P la n t O p e r a ti o n s S c h e d u le P la n t O p e r a ti o n s O p e r a ti o n o f P la n t C o n fi g u r e P la n t S ta r t- u p P la n t M o n it o r P la n t P e r fo r m a n c e O p ti m is e P la n t P e r fo r m a n c e A c c o u n t fo r P la n t P e r fo r m a n c e S h u td o w n & C le a n O u t P la n t D is p o s e o f In v e n to r y R e q u e s t a n d A p p r o v e W o r k o n P la n t Id e n ti fy R e q u ir e m e n t fo r E n g in e e r in g W o r k R e q u e s t E n g in e e r in g W o r k A p p r o v e W o r k P e r m it s E n s u r e S a fe W o r k in g C o n d it io n s A c c e p t E n g in e e r in g W o r k D E C O M M I S S I O N P L A N T D e fi n e C o m m is s io n in g R e q u ir e m e n ts Id e n ti fy C u r r e n t S ta tu s D e fi n e F in a l S ta tu s P r o d u c e D e c o m m is s io n in g & R e s to r a ti o n P la n P e r fo r m P r e p a r a to r y W o r k s Is o la te S e r v ic e s P r o v id e T e m p o r a r y S e r v ic e s P r o v id e D e c o m m is s io n in g E q u ip m e n t C le a n & M o th b a ll P la n t C le a n P la n t M o th b a ll P la n t A r c h iv e P la n t R e c o r d s D e te r m in e In s p e c ti o n R e q u ir e m e n ts F in a li s e R e g u la to r y A p p r o v a ls P re li m in a ry E n g in e e ri n g D e s ig n - E q u ip m e n t L is ts - P re li m in a ry E q u ip m e n t S p e c if ic a ti o n s - U ti li ty R e q u ir e m e n ts - P re li m in a ry L a y o u t D ra w in g s - W e ig h t & V o lu m e E s ti m a te s - C o n tr o l S y s te m s A rc h it e c tu re - T e c h n ic a l ri s k s A s s e s s m e n t E n g in e e ri n g P h il o s o p h ie s - D e s ig n P h il o s o p h ie s - C o n s tr u c ti o n P h il o s o p h ie s - C o m m is s io n in g P h il o s o p h ie s - O p e ra ti o n s P h il o s o p h ie s - S a fe ty P h il o s o p h ie s - C o n ta in m e n t P h il o s o p h ie s A v a il a b il it y R e q u ir e m e n ts C o s t & T im e E s ti m a te s S a fe ty & R e g u la to ry R e q u ir e m e n ts C o d e s & S ta n d a rd s P r o c e s s S tr e a m D a ta P r o c e s s F lo w D ia g r a m s C o s ts , B e n e fi ts & T im in g s D e ta il e d P r o c e s s D e s ig n - P ip in g & I n s tr u m e n ta ti o n D ia g r a m s - F u n c ti o n a l S p e c if ic a ti o n s - C o n tr o l S p e c if ic a ti o n - A la r m / T r ip S e tt in g s - U ti li ty S y s te m s R e q u ir e m e n ts - D e s ig n P h il o s o p h ie s A v a il a b il it y R e q u ir e m e n ts S a fe ty S y s te m s S p e c if ic a ti o n O p e r a ti n g P r o c e d u r e s C o d e s & S ta n d a r d s D e ta il e d E n g in e e r in g D e s ig n - D e ta il e d E q u ip m e n t S p e c if ic a ti o n s - P ip in g & I n s tr u m e n ta ti o n D ia g r a m s - 2 D S c h e m a ti c s - 3 D M o d e l - C o n s tr u c ti o n D r a w in g s E q u ip m e n t P r o c e d u r e s - I n s ta ll a ti o n P r o c e d u r e s - C o m m is s io n in g P r o c e d u r e s - O p e r a ti n g P r o c e d u r e s - M a in te n a n c e P r o c e d u r e s V e n d o r D r a w in g s S p a r e s L is ts P r o c e s s D e fi n it io n - P r o c e s s S tr e a m P r o p e r ti e s & C o m p o s it io n - R e q u ir e d U n it O p e r a ti o n s - P r o c e s s F lo w D ia g r a m s - E n e r g y B a la n c e C o n tr o l P h il o s o p h y C o s ts , B e n e fi ts & T im in g s S a fe ty / R e g u la to r y R e q u ir e m e n ts A s - B u il t D r a w in g s O p e r a ti n g P r o c e d u r e s A c c e p ta n c e T e s t R e s u lt s H a n d o v e r C e r ti fi c a te P la n t s ta tu s G r o u n d D r a in s S ta tu s S a fe ty C a s e A s B u il t & A s M o d if ie d D r a w in g s A s - B u il t D r a w in g s E q u ip m e n t C o m m is s io n in g P r o c e d u r e s E q u ip m e n t O p e r a ti n g P r o c e d u r e s In s p e c ti o n & T e s ti n g R e c o r d s H a n d o v e r C e r ti fi c a te E n g in e e r in g W o r k R e q u e s ts W o r k in g C o n d it io n s R e q u ir e m e n ts E n g in e e r in g W o r k P e r m it s A c c e p ta n c e o f E n g in e e r in g W o r k D e fi n e P r e v e n ta ti v e , B r e a k d o w n , S h u td o w n M a in te n a n c e S tr a te g y O b ta in & D e v e lo p M a in te n a n c e P r o c e d u r e s P r o d u c e C o n c e p tu a l S a fe ty E n g in e e r in g D e s ig n Id e n ti fy R e g u la to r y R e q u ir e m e n ts D e fi n e C o n ta in m e n t P h il o s o p h y P r o d u c e T e c h n ic a l R is k s A s s e s s m e n t D e fi n e P r e li m in a r y P la n t L a y o u ts R e v ie w S it e A lt e r n a ti v e s & C o n d it io n s P r o d u c e P r e li m in a r y L a y o u t D r a w in g s P r o d u c e S tu d ie s f o r C r a n a g e & H a n d li n g M ic r o s ta ti o n P r o d u c e C o n c e p tu a l C iv il /S tr u c tu r a l E n g in e e r in g D e s ig n P r o d u c e S it e S u r v e y / S o il In v e s ti g a ti o n D e fi n e C iv il / S tr u c tu r a l P h il o s o p h ie s Id e n ti fy M a te r ia ls o f C o n s tr u c ti o n P r o d u c e P r e li m in a r y B u il d in g o r M o d u le L a y o u t D r a w in g s P r o d u c e C o s t & T im e E s ti m a te s P r o d u c e P r e li m in a r y W e ig h t & V o lu m e E s ti m a te s D e fi n e C o n s tr u c ti o n P h il o s o p h y D e fi n e B u il d in g / S tr u c tu r a l C o m m is s io n in g P h il o s o p h y R e v ie w P r o c e s s D e s ig n D e te r m in e S ta tu s o f E x is ti n g P la n t D e fi n e E n g in e e r in g D e s ig n S tr a te g y O b ta in C o d e s & S ta n d a r d s P R O D U C E C O N C E P T U A L E N G I N E E R I N G D E S I G N D e te r m in e E n g in e e r in g A p p r o a c h P r o d u c e C o n c e p tu a l M e c h a n ic a l E n g in e e r in g D e s ig n Id e n ti fy M a te r ia ls o f C o n s tr u c ti o n P r o d u c e M a jo r E q u ip m e n t D e s ig n P h il o s o p h y P r o d u c e P r e li m in a r y E q u ip m e n t & L in e S p e c if ic a ti o n s P r o d u c e C o s t & T im e E s ti m a te s P r o d u c e P r e li m in a r y W e ig h t & V o lu m e E s ti m a te s D e fi n e M e c h a n ic a l C o m m is s io n in g P h il o s o p h y P r o d u c e C o n c e p tu a l E le c tr ic a l E n g in e e r in g D e s ig n Id e n ti fy M a te r ia ls o f C o n s tr u c ti o n P r o d u c e M a jo r E q u ip m e n t D e s ig n P h il o s o p h y P r o d u c e P r e li m in a r y E q u ip m e n t S p e c if ic a ti o n s P r o d u c e C o s t & T im e E s ti m a te s P r o d u c e P r e li m in a r y W e ig h t & V o lu m e E s ti m a te s D e fi n e E le c tr ic a l C o m m is s io n in g P h il o s o p h y P r o d u c e C o n c e p tu a l C o n tr o l & I n s tr u m e n ta ti o n E n g in e e r in g D e s ig n P R O D U C E D E T A I L E D E N G I N E E R I N G D E S I G N P R O C U R E & C O N T R O L Id e n ti fy M a te r ia ls o f C o n s tr u c ti o n P r o d u c e M a jo r E q u ip m e n t D e s ig n P h il o s o p h y P r o d u c e P r e li m in a r y E q u ip m e n t S p e c if ic a ti o n s P r o d u c e C o n tr o l S y s te m A r c h it e c tu r e P r o d u c e C o s t & T im e E s ti m a te s P r o d u c e P r e li m in a r y W e ig h t & V o lu m e E s ti m a te s D e fi n e C o n tr o l & In s tr u m e n ta ti o n C o m m is s io n in g P h il o s o p h y D e fi n e S a fe ty P h il o s o p h ie s P r o d u c e D e ta il e d M e c h a n ic a l E n g in e e r in g D e s ig n P r o d u c e D e ta il e d E le c tr ic a l E n g in e e r in g D e s ig n P r o d u c e D e ta il e d C o n tr o l & In s tr u m e n ta ti o n E n g in e e r in g D e s ig n P r o d u c e P ip in g & M e c h a n ic a l E q u ip m e n t D e s ig n P r o d u c e E q u ip m e n t H a n d li n g S y s te m s D e s ig n P r o d u c e D e ta il e d M e c h a n ic a l E q u ip m e n t S p e c if ic a ti o n s D e fi n e M e c h a n ic a l E q u ip m e n t S p a r e s R e q u ir e m e n ts P r o d u c e M e c h a n ic a l M a in te n a n c e P r o c e d u r e s R e v ie w & D e ta il P la n t / B u il d in g E le c tr ic a l R e q u ir e m e n ts P r o d u c e E a r th in g R e q u ir e m e n ts ( S ta ti c , L ig h tn in g , P o w e r ) P r o d u c e C o m m u n ic a ti o n S y s te m D e s ig n P r o d u c e E le c tr ic a l C a b le R u n s D e s ig n P r o d u c e P o w e r D is tr ib u ti o n S y s te m s D e s ig n P r o d u c e E le c tr ic a l E n v ir o n m e n t C o n tr o l R e q u ir e m e n ts D e fi n e E le c tr ic a l E q u ip m e n t S p a r e s R e q u ir e m e n ts P r o d u c e E le c tr ic a l M a in te n a n c e P r o c e d u r e s R e v ie w & D e ta il In s tr u m e n ta ti o n P la n t / B u il d in g R e q u ir e m e n ts P r o d u c e C le a n E a r th in g R e q u ir e m e n ts P r o d u c e M e a s u r e m e n t In s tr u m e n ta ti o n S p e c if ic a ti o n P r o d u c e A c tu a to r S p e c if ic a ti o n s P r o d u c e C o n tr o l S y s te m s S p e c if ic a ti o n s D e fi n e S ig n a l T r a n s m is s io n P a th w a y s P r o d u c e E n v ir o n m e n t C o n tr o l R e q u ir e m e n ts fo r I n s tr u m e n ta ti o n P r o d u c e D e ta il e d L a y o u t & C o n s tr u c ti o n D e s ig n P r o d u c e S it e L a y o u t P r o d u c e 3 D M o d e l C o o r d in a te I n te r fa c e s B e tw e e n D e s ig n A r e a s P r o d u c e S it e C o n s tr u c ti o n & In s ta ll a ti o n M e th o d o lo g y D e fi n e T e s t & P r e - C o m m is s io n in g R e q u ir e m e n ts P r o d u c e B u il d in g & P la n t S e r v ic e s D e s ig n P r o d u c e D o m e s ti c W a te r , S e w e r a g e & S to r m W a te r D e s ig n P r o d u c e E n v ir o n m e n ta l C o n tr o l S y s te m s D e s ig n P r o d u c e L ig h ti n g & S m a ll P o w e r D e s ig n P r o d u c e F ir e P r o te c ti o n S y s te m s D e s ig n P r o d u c e D e ta il e d C iv il / S tr u c tu r a l E n g in e e r in g D e s ig n P r o d u c e D e ta il e d S a fe ty E n g in e e r in g A s s e s s m e n t P r o d u c e S it e S u r v e y / S o il I n v e s ti g a ti o n P r o d u c e R o o m / M o d u le S p e c if ic a ti o n s P r o d u c e C iv il C o n s tr u c ti o n D r a w in g s D e s ig n C o n ta in m e n t S y s te m s D e s ig n P r o c e s s E ff lu e n t D r a in a g e S y s te m s D e s ig n F o u n d a ti o n S tr u c tu r e s P r o d u c e P a in ti n g & S u r fa c e F in is h S p e c if ic a ti o n s P r o d u c e W e ig h t S c h e d u le s P r o d u c e B il l o f Q u a n ti ti e s C O N S T R U C T & P R E - C O M M I S S I O N P L A N T P r o d u c e C o n s tr u c ti o n P la n s E s ta b li s h C o n s tr u c ti o n S e r v ic e s E r e c t P la n t P e r fo r m C iv il /S tr u c tu r a l C o n s tr u c ti o n E r e c t M a jo r P la n t It e m s C o n s tr u c t P ip in g In s ta ll E le c tr ic a l & In s tr u m e n ta ti o n S y s te m s C o m p le te S p e c ia l F in is h e s , T h e r m a l In s u la ti o n & P a in ti n g P r o d u c e A s B u il t S u r v e y s P e r fo r m C o n fo r m a n c e C h e c k s P r o d u c e A s - B u il t S p e c if ic a ti o n s & D r a w in g s Id e n ti fy U n fi n is h e d W o r k P r e - C o m m is s io n C le a n P la n t fo r T e s ti n g a n d C o m m is s io n in g P r e p a r e E q u ip m e n t fo r C o m m is s io n in g P e r fo r m P r e - C o m m is s io n in g T e s ts P e r fo r m B a s e li n e In s p e c ti o n H a n d o v e r t o P r o c e s s C o m m is s io n in g P r o d u c e C o n tr a c t P la n P r o d u c e C o n s tr u c ti o n P la n M A I N T A I N E Q U I P M E N T D e fi n e M a in te n a n c e A p p r o a c h O b ta in P la n t A v a il a b il it y R e q u ir e m e n ts O b ta in E q u ip m e n t R e c o r d s O b ta in P la n t & E q u ip m e n t D r a w in g s O b ta in & D e v e lo p S p a r e s S tr a te g y O b ta in H a z a r d o u s M a te r ia ls D a ta T r a in M a in te n a n c e & In s p e c ti o n S ta ff P la n A c tu a l M a in te n a n c e o r In s p e c ti o n R e s p o n d t o M a in te n a n c e R e q u e s t Id e n ti fy R o u ti n e M a in te n a n c e R e q u ir e m e n t Id e n ti fy I n s p e c ti o n R e q u ir e m e n ts O b ta in E q u ip m e n t R e c o r d s O b ta in P la n t & E q u ip m e n t D r a w in g s O b ta in M a in te n a n c e P r o c e d u r e s O b ta in P la n t A v a il a b il it y R e q u ir e m e n ts Id e n ti fy R e s o u r c e R e q u ir e m e n ts S c h e d u le M a in te n a n c e & I n s p e c ti o n P r e p a r e f o r M a in te n a n c e o r In s p e c ti o n O b ta in E q u ip m e n t R e c o r d s O b ta in P la n t & E q u ip m e n t D r a w in g s O b ta in M a in te n a n c e P r o c e d u r e s O b ta in R e s o u r c e s O b ta in W o r k P e r m it s O b ta in I n s p e c ti o n R e p o r ts M a in ta in o r In s p e c t E q u ip m e n t P r e p a r e S it e f o r W o r k P e r fo r m M a in te n a n c e o r I n s p e c ti o n R e c o r d R e s o u r c e s C o n s u m e d U p d a te E q u ip m e n t R e c o r d s D E M O L I S H P L A N T A N D R E S T O R E S I T E D e fi n e D e m o li ti o n & R e s to r a ti o n R e q u ir e m e n t D e fi n e D e m o li ti o n R e q u ir e m e n ts D e fi n e R e s to r a ti o n R e q u ir e m e n ts P e r fo r m S a fe ty & E n v ir o n m e n t S tu d y P la n D e m o li ti o n & R e s to r a ti o n P r o d u c e D e m o li ti o n P r o c e d u r e s P r o d u c e R e s o u r c e E s ti m a te s P r o d u c e D e m o li ti o n & R e s to r a ti o n P la n P r e p a r e f o r P la n t D e m o li ti o n O b ta in E q u ip m e n t R e c o r d s O b ta in P la n t & E q u ip m e n t 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e m e n ts W o r k P e r m it R e q u e s ts N o ti fi c a ti o n o f W o r k C o m p le ti o n P la n t S ta tu s P la n t R e c o r d s In s p e c ti o n R e q u ir e m e n ts R e g u la to r y A p p r o v a ls M a in ta in S u p p li e r s L is t M a in ta in L is t o f P r e fe r r e d S u p p li e r s M a in ta in R e la ti o n s h ip w it h S u p p li e r s Is s u e E n q u ir ie s C o m p il e B id d e r s L is t P r o d u c e E n q u ir y D o c u m e n ts C o m p il e C o n d it io n s o f C o n tr a c t E v a lu a te B id s C o n d it io n B id s S e le c t S u p p li e r C o m m it P u r c h a s e P r o d u c e P u r c h a s e O r d e r s C o n fi r m F in a l C o n d it io n s o f C o n tr a c t E x p e d it e M a n u fa c tu r e E x p e d it e P r o g r e s s A u th o r is e S ta g e P a y m e n ts R e s p o n d t o T e c h n ic a l Q u e r ie s In s p e c t In s p e c t E q u ip m e n t, M a te r ia ls & S e r v ic e s R e s p o n d t o C o n c e s s io n R e q u e s ts R e le a s e f o r S h ip m e n t F r o m S u p p li e r Is s u e R e le a s e N o te C lo s e O u t P u r c h a s e O r d e r A u th o r is e F in a l P a y m e n ts S h ip G o o d s F r o m S u p p li e r P a c k G o o d s M a k e S h ip p in g A r r a n g e m e n ts S h ip G o o d s C o n tr o l & I s s u e E q u ip m e n t & M a te r ia ls P r o d u c e m a te r ia l S to c k & S tr a te g y U n lo a d G o o d s S to r e G o o d s C o n tr o l & M o n it o r S to c k Is s u e & T r a n s p o r t G o o d s t o R e q u ir e d L o c a ti o n E q u ip m e n t & M a te r ia ls C a ta lo g u e s - E q u ip m e n t & M a te r ia ls S p e c if ic a ti o n s - E q u ip m e n t & M a te r ia l A v a il a b il it y & P r ic e s - S p a r e s L is ts D e li v e r y d a te s V e n d o r D r a w in g s C e r ti fi c a ti o n E q u ip m e n t p r o c e d u r e s - I n s ta ll a ti o n P r o c e d u r e s - C o m m is s io n in g P r o c e d u r e s - O p e r a ti n g P r o c e d u r e s - M a in te n a n c e P r o c e d u r e s In v o ic e s E q u ip m e n t & M a te r ia ls R e q u ir e m e n ts & S p e c if ic a ti o n s R e q u ir e d o n S it e D a te s In s p e c ti o n R e s u lt s S h ip p in g D e ta il s P a y m e n t D e ta il s E q u ip m e n t & M a te r ia ls R e q u ir e m e n ts & S p e c if ic a ti o n s R e q u ir e d o n S it e D a te s E q u ip m e n t & M a te r ia ls C a ta lo g u e s - E q u ip m e n t & M a te r ia ls S p e c if ic a ti o n s - E q u ip m e n t & M a te r ia l A v a il a b il it y & P r ic e s - S p a r e s L is ts D e li v e r y d a te s V e n d o r D r a w in g s C e r ti fi c a ti o n E q u ip m e n t p r o c e d u r e s - I n s ta ll a ti o n P r o c e d u r e s - C o m m is s io n in g P r o c e d u r e s - O p e r a ti n g P r o c e d u r e s - M a in te n a n c e P r o c e d u r e s E q u ip m e n t & M a te r ia ls C a ta lo g u e s - E q u ip m e n t & M a te r ia ls S p e c if ic a ti o n s - E q u ip m e n t & M a te r ia l A v a il a b il it y & P r ic e s - S p a r e s L is ts D e li v e r y d a te s V e n d o r D r a w in g s C e r ti fi c a ti o n E q u ip m e n t p r o c e d u r e s - I n s ta ll a ti o n P r o c e d u r e s - C o m m is s io n in g P r o c e d u r e s - O p e r a ti n g P r o c e d u r e s - M a in te n a n c e P r o c e d u r e s In s p e c ti o n R e s u lt s S h ip p in g D e ta il s M a te r ia ls & E q u ip m e n t R e q u ir e m e n ts & S p e c if ic a ti o n s R e q u ir e d O n S it e D a te s D is p o s a l R e c o r d s R e s to r a ti o n R e c o r d s H a n d o v e r R e c o r d s F in a l R e g u la to r y A p p r o v a ls S U P P L I E R S & F A B R I C A T O R S C o p y r ig h t N o ti c e T h e c o p y r ig h t o f th e c o n te n ts o f th is d o c u m e n t is a s s ig n e d t o th e P r o c e s s I n d u s tr ie s S T E P c o n s o r ti u m a n d i ts s u c c e s s o r s . H o w e v e r t h e c o n te n ts m a y b e f r e e ly d is tr ib u te d o r c o p ie d , in fu ll o r p a r t, p r o v id e d d u e a c k n o w le d g e m e n t is m a d e . A c k n o w le d g e m e n ts T h e f o ll o w in g o r g a n iz a ti o n s p r o v id e d t h e i n fo r m a ti o n t h a t w a s u s e d t o g e n e r a te t h e m o d e l a n d r e v ie w e d t h e m o d e l a t v a r io u s s ta g e s o f it s p r o d u c ti o n . A M E C E n g in e e r in g L td A K Z O E n g in e e r in g b v B r it is h N u c le a r F u e ls p lc S h e ll I n te r n a ti o n a l H a r r o w A s s o c ia te s IC I E n g in e e r in g L td N u c le a r E le c tr ic p lc S IN T E F L lo y d s R e g is te r o f S h ip p in g In g e v is io n F r a m a to m e d I n fo r m a ti o n N a ti o n a l In s ti tu te o f S ta n d a r d s & T e c h n o lo g y P r o c e s s I n d u s tr ie s S T E P C o n s o r ti u m ( P IS T E P ) E u te c h E n g in e e r in g S o lu ti o n s L td J o h n B r o w n E n g in e e r s & C o n s tr u c ti o n L td T h e B r it is h P e tr o le u m C o m p a n y p lc U n iv e r s it y o f N e w c a s tl e u p o n T y n e In tr o d u c ti o n T h is m o d e l a n d i ts a s s o c ia te d d o c u m e n ta ti o n h a s b e e n p r o d u c e d a s a n a id to t h o s e i n v o lv e d i n t h e p r o d u c ti o n o f A p p li c a ti o n P r o to c o ls f o r t h e P r o c e s s In d u s tr ie s i n t h e S T E P ( IS O 1 0 3 0 3 ) s ta n d a r d . I t p r o v id e s a n o v e r v ie w o f th e m a in a c ti v it ie s a n d d a ta f lo w s a s s o c ia te d w it h t h e l if e c y c le o f p r o c e s s p la n t. It i s e m p h a s is e d t h a t th e a im o f th e m o d e l is n o t c o m p le te n e s s b u t c o m m u n ic a ti o n t o t h o s e g o r e q u ir e t o u n d e r s ta n d t h e m a in i n te r a c ti o n b e tw e e n t h e m a jo r p h a s e s o f e n g in e e r in g a c ti v it ie s i n t h e p r o c e s s p la n t li fe c y c le . W it h t h is a im o n ly t h e m a jo r d a ta f lo w s a r e s h o w n a n d m in o r d a ta fl o w s a n d f e e d s b a c k t o e a r li e r p h a s e s o f th e l if e c y c le h a v e b e e n i g n o r e d . T h e a c ti v it ie s a r e d e p ic te d a s s e r ia l s tr e a m s f o r t h e p r o c e s s a n d e n g in e e r in g a c ti v it ie s . H o w e v e r , th e a c ti v it ie s m a y b e i g n o r e d , c o m b in e d o r p e r fo r m e d c o n c u r r e n tl y d e p e n d e n t u p o n t h e r e q u ir e m e n ts o f th e t a s k t o b e u n d e r ta k e n . T h is m o d e l w il l b e m a d e a v a il a b le i n f iv e f o r m s , a p a p e r d o c u m e n t ( A 4 ) , a n e le c tr o n ic v e r s io n o f th is d o c u m e n t in M ic r o s o ft W o r d f o r W in d o w s v e r s io n 3 .0 o r 6 .0 , a M ic r o s o ft P o w e r p o in t fi le s u it a b le f o r v e r s io n 3 .0 o r 4 .0 , a c o lo u r e d w a ll c h a r t ( th is d o c u m e n t) a n d a M ic r o s o ft V IS U A L B A S IC p r o g r a m . C o p ie s m a y b e o b ta in e d f r o m t h e S T E P C o n s o r ti u m a t: Q M S , B e e c h H o u s e , 1 Y o r k to w n R o a d , S a n d h u r s t, C a m b e r le y , S u r r e y G U 1 7 8 D X , U n it e d K in g d o m C o n ta c t: W R M e s le y T e le p h o n e : 0 1 2 5 2 8 7 8 4 8 2 ( O u ts id e U K : + 4 4 1 2 5 2 8 7 8 4 8 2 ) F a c s im il e : 0 1 2 5 2 8 7 7 3 8 6 ( O u ts id e U K : + 4 4 1 2 5 2 8 7 7 3 8 6 ) P u r p o s e T o i d e n ti fy t h e a c ti v it ie s w h ic h c r e a te a n d u s e e n g in e e r in g d a ta t h a t w e w is h t o s h a r e a n d e x c h a n g e i n t h e P r o c e s s I n d u s tr ie s . S o m e th in g t h a t e n g in e e r s i n t h e P r o c e s s I n d u s tr ie s w il l r e a d il y u n d e r s ta n d a n d i d e n ti fy w it h . V ie w p o in t A P la n t O p e r a to r s v ie w b a s e d u p o n t h e F a c il it y a n d E q u ip m e n t li fe c y c le . C o n te x t S ta te m e n t T h is a c ti v it y m o d e l p r o v id e s a s im p li fi e d v ie w o f th e P r o c e s s P la n t L if e C y c le a c ti v it ie s a n d i n d ic a te s a r e a s o f in te r e s t a n d d a ta f lo w s t h a t m a y b e m o d e ll e d i n a m o r e f o r m a l m a n n e r . A s s u c h , th is m o d e l s h o u ld p r o v e u s e fu l in p la n n in g a n d d e v e lo p in g A p p li c a ti o n P r o to c o ls t o m e e t th e n e e d s o f th e P r o c e s s I n d u s tr ie s w it h in t h e I S O 1 0 3 0 3 ( S T E P ) e n v ir o n m e n t. E x c lu s io n s a n d I n c lu s io n s T h e m o d e l e x c lu d e s : 1 . D e s ig n a n d m a n u fa c tu r e o f s ta n d a r d p a r ts . e .g . P u m p s , v a lv e s e tc . 2 . D e v e lo p m e n t, M a r k e ti n g a n d T r a n s p o r ta ti o n ( o th e r t h a n p ip e li n e s ) o f m a n u fa c tu r e d p r o d u c t. 3 . G e n e r a l M a n a g e m e n t a c ti v it ie s . 4 . T h e m a n a g e m e n t o f h u m a n r e s o u r c e s a n d t h e s u p p ly o f c o m p u ti n g s e r v ic e s . 5 . M in o r d a ta f lo w s .e .g . M in o r F e e d b a c k s e tc . T h e m o d e l in c lu d e s 1 . E n g in e e r in g M a n a g e m e n t a c ti v it ie s . 2 . A u th o r is a ti o n s a n d P e r m is s io n s b o th i n te r n a l a n d e x te r n a l. e .g . L ic e n s e t o O p e r a te . rocess lant Engineering Activity odel

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Page 1: Newsletter March2013 (5)

_hello!

NewsletterMarch 2013

In this issue:• The GM’s Article - Social Responsibility and Being Corporate Citizens• A tribute to the late Victor Leonard - It’s Until We Meet Again• Business News - CSR Activities• Business News - Introduction to ICE• An Individual Development Planning Story - Amina Masanja• Health Corner - Diabetes• We welcome - New Employees• We Said Goodbye to - Employees who have left the company• RIDDLES

Page 2: Newsletter March2013 (5)

Our Business Responsibility;Creating Sustainable ImpactCorporate responsibility is vital to our business strategy and our day-to-day operations. It’s how we understand our impact on the world around us which also shape our business decisions. As we align to the global trend where reputation of a company is more on how the company engages with its stakeholders, this poses more responsibilities but most important creates immense opportunities for the business to create sustainable impact and continue building the Tigo brand as the most responsible brand. In light of this we will continue to uphold UN Global Compact Principles and its four pillars ie: Human Rights, Labor Standards, Anti-Corruption and Environment in our day-to-day operation. As part of our new Corporate Responsibility strategy, The Millicom Foundation was created in 2012 with the vision of empowering women and children with digital solutions. We believe that The Millicom Foundation will be a vehicle to enhance our impact and raise our credibility in the community. Therefore, to maximize our impact in the community the execution of the CR strategy will focus in four areas where our investment will be dedicated to projects that will; provide ICT in remote areas, improve health, encourage entrepreneurship and provide education & training. I’m delighted to inform you that the first Millicom Corporate Responsibility Report was recently published according to the Global Reporting Initiative (GRI) 3.1 guidelines to increase transparency to the diverse range of our stakeholders. This is a remarkable milestone for our company and I encourage you all to read this report through this link: http://www.millicom.com/sites/default/files/Millicom_CRR12.pdf because our collective efforts have made this report possible.

1

Diego’sColumn

Tigo office buildings area “No Smoking” area

Page 3: Newsletter March2013 (5)

Tigo office buildings area “No Smoking” area

Condolence

On March 14th 2013, Tigo experienced a terrible loss; the loss of an employee,

our friend, our brother: Victor Leonard Nyoni. Victor was the Territory

Manager for the Morogoro region.He passed away from battling Diabetes for

a long time.

“We got to know Victor through work where he was a conscientious colleague

even outside work boundaries. He really was the true Leader. A manager with

dignity hardworking, and a team player. Victor respected every person around

him, very transparent and if you do something wrong he will tell you on the

spot articulately what you are supposed to do and life goes on after that.

Victor will be missed by the entire Go to Market - Central team and the whole

Tigo family.

One of the best things about having Victor as a colleague was that he was

always prepared to give you a hand when you needed one, something we have

been grateful for on numerous occasions.

In his work, Victor was aggressive and determined to achieve results. Victor

was good at defending what he believed was right in various aspects such as

sports, work and sometimes also in politics. Victor really loved football, in

support of local football he was a fan of Yanga and internationally he

supported Barcelona of Spain and also Liverpool in English premier league.

Victor has left behind a legacy, which will affect the way we do things at Tigo (especially Central Region) for a very long time to come. On a personal level, every one of us who knew Victor and worked alongside him, whether things were going well or bad will remember him with great affection. After all is said and done, however much you like your job it’s the people that you meet in it that really matter and colleagues like him are something very special; you don’t come across many of them and when you do, they leave a lasting impression.“Death comes to all, but great achievements build a monument which we shall endure until the sun grows cold….”

Victor, we will really miss you.

“The life of the dead is set in the memory of the living”

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It’s until we till we meet again…Prepared by George Lugata and Noel Maktauwa

Page 4: Newsletter March2013 (5)

March, 2013Business News

The year 2013 started with a whole heap of excitement following the changes in the organization that has also affected Corporate Responsibility (CR) function as well as its structure and strategy. Corporate Responsibility has been separated from Integrity department and the new strategy will focus on women & children tthrough digital services to embrace the corporate strategy of digital lifestyle. We will continue to invest in the community in collaboration with different partners focusing on the following examples of sustainable and long term projects;

• Tigo Reach for Change (Social Entrepreneurship) Project• Mobile Birth Registration with RITA and UNICEF• Automated SMS Reminder Platform/(Follow-up for Medical Appointments)

for CCBRT Hospital are in line with our new Corporate Responsibility.

However, we the most important aspect of CR success in any company is employees’ involvement in support of the company initiatives while offering different solutions to the community pressing needs. Therefore in addition to your usual cooperation whilst implementing CR projects, you will also be asked to select few projects that you wish to see Tigo’s family contribute to and ultimately fostering a sense of ownership with regard to CR initiatives.

As conveyed to you in our previous articles, Tigo Reach for Change Project selection phase was successful where three winners were recruited namely:

• Brenda Deborah Shuma – Empowering children with disabilities with vocational skills

• Nyabange Chirimi – Mobile Classes for Street Children

• Thadei Msumanje – Improving Learning through ICT

Having the social entrepreneurs is just the beginning of a great journey of changing our society and creating a lasting impact to children life. Therefore Change Leaders started the Incubator Program by setting up objectives for this year. In the incubator model apart from salary funding and coaching given to our Change Leaders, they will be matched with 2-3 advisors and experts from Tigo to help them develop and scale up their idea. Again, this is a great opportunity for Tigo employees to be part of this exciting journey by becoming an advisor to Change Leaders and you can be one of them.

3Tigo office buildings are

a “No Smoking” area

Page 5: Newsletter March2013 (5)

4Tigo office buildings area “No Smoking” area

Introduction to ICE. Business NewsMillicom is engaged in a deregistration process from the New York stock exchange that will terminate its reporting obligation related to Sarbanes-Oxley law (SOX 404). Nonetheless, effective and efficient internal controls remain a key component to ensure that Millicom business objectives are reached. We are also now subject to the 8th European Directive, that also encompasses requirements pertaining to Companies’ Internal Control Environment (ICE).

With “SOX”, internal control was focusing on compliance over financial reporting (ICFR). With the new ICE approach, we will address all processes and activities (financial and non-financial, IT and non IT).

As a consequence:• Our overall ICE assessment, remediation and improvements will continue to be reported to

our Audit Committee, as we used to under SOX 404.• Our Internal Control over Financial Reporting (ICFR - ex “SOX”, and part of our ICE) will

continue to be reviewed by our Statutory Auditors, as part of their diligences and integrated audit approach.

In practice, this implies two main effects for our Operation: • ICE will be tested and assessed through regular peer reviews, internal and external audits, and

self-assessment questionnaires putting more emphasis on effectiveness and efficiency of control design and key risks.

• The former “SOX” backbone procedures remain valid for their “Risk” and “Control definition/objective” components. They will be renamed ICE backbone procedures. Since efficient and effective control design will now be management’s responsibility. In that regard, the current “control design” component in the backbone procedures can be revised for efficiency and effectiveness purposes to better suit our business needs, following proper change management practices and the rules highlighted in the Internal Control Manual (ICM).

In this respect, the ICE project will be driven by the following 3 main Principles:

1. Expand the scope of our ICE: With “SOX”, internal control was focusing on compliance over financial reporting (ICFR).

With the new ICE approach, we will assess all the objectives of our new International Internal Control Referential (COSO 2 framework), which means:

• Reliability of financial and non-financial reporting. • Compliance with laws, regulations, policies. • Efficiency and effectiveness of the operations. • Safeguarding of assets.

2. Assess our ICE with a risk-based approach and new tools, including: • An Internal control manual (ICM), our new ICE reference document: w This manual is a working tool created to provide a summary of the minimum control

activities that have to be embedded in all operations and corporate services, and that will be assessed from now on.

w It incorporates the COSO 2 requirements. • It references to our detailed backbone procedures and policies. • ICE self-assessment questionnaires (ICQ) : w These questionnaires will help our operation appropriate in a simple manner the

expectation from the ICM and stakeholders. • Peer reviews and audits to challenge the questionnaires’ answers and do further testing.

3. Reinforce ownership and accountability over ICE: • Management is the primary owner of ICE and will be accountable for efficient and

effective ICE. The local management can define who is responsible and how they want to formalize the control except if it clearly states in the Internal Control Manual (ICM).

• Internal Control and Risk department will provide communication, guidelines and other support in that regard.

MYTHS REALITY

Internal control starts with a strong set of policiesand procedures.

Internal control is an additional red tape

Internal control: that’s why we have internal auditors!

Internal control is a finance thing

Internal controls are essentially negative, like a listof “you should not.”

Internal controls take time away from our core activitiesof making products, selling, and serving customers.

*Source: Institute of Internal Auditors, 2003

Internal control starts with a strong controlenvironment.

It is first of all a frame of mind and behavior

While internal auditors play a key role in the systemof control, management is the primary owner ofinternal control.

Internal control is integrated in activities of bothfinancial and non-financial nature, IT and non ITnature.

Internal control makes the right things happenthe first time.

Internal controls should be built as integral part ofbusiness processes

Page 6: Newsletter March2013 (5)

A story for Tigo Employees about the essence of Individual Development Plans at Tigo

‘’At Tigo, each employee is responsible for his/his own development’’

A story is told of a young budding professional called Amina Masanja who joined MIC Tanzania LTD as a Customer Service & Sales Executive. Amina proved to be a very good candidate during the interviews. She showed great enthusiasm and passion for being part of the Customer interfacing team. Amina simply oozed with confidence, optimism and real passion. She certainly knew where her career was headed!

Upon appointment as a Customer Service & Sales Executive, Amina proved a great addition to the Customer Operations Department. She was simply good with customers, always going out of her way to ensure that all customers she attended to left with memorable interactions and satisfied needs. Amina is passionate about figuring out what customers really want. She knows that customers and particularly satisfied customers are key for business growth and as such creating products and services that meet customer needs is something that she loves exploring. Amina’s dream is to grow into a Marketing Executive. She sees herself in the next 5 years as part of the Categories team. Innovation is her passion! ‘‘If only I could be part of Tigo’s team that develops products, tests them and launches them to the Market, I would feel a sense of accomplishment, a – real sense of achievement’’ she says.

Amina is intimate about customer needs. She is passionate about customer needs identification/anticipation, product and service marketing and consumer relationship management.

For Amina to join the Categories, she is aware that:1. She needs to excel in her current role as a Customer Service & Sales Executive;

2. She must know what skills, behaviours and attitudes (competencies) to develop for her future target role-position in the Categories Departments. For example she is aware that marketing research, marketing trend analysis are some of the important skills she needs to understand consumer behaviour.

During her first objective setting session with her line manager – Salum, Amina requested Salum to explain in detail what it would take for her to excel as a Customer Service & Sales Executive. ‘‘This was a very engaging, interactive and serious meeting’’, said Salum, Amina wanted to know how her job contributed to the overall departmental objectives, she was also interested in knowing how her job was linked to mine and what she could do to fully fit in this job’’, remarked Salum.

With this level of interaction and clarity, Salum and Amina agreed on very SMART Objectives with clear KPIs and Deliverables for the year. In addition to this, they developed a Personal Development Plan/IDP that focused on the skills/ competencies she needed to develop to help her succeed in her role.

Amina is very clear on one thing - for her to have a chance at joining the Categories; she needs to start developing herself and needs to start yesterday. Therefore, one of the key development needs that she has made for himself is to have a better understanding of Tigo’s customers and their needs. To obtain this understanding, Amina has decided to spend 15 minutes each day speaking with her Manager and other Customer Operations staff about their experiences with customers and their needs. She keeps a record of all her findings in a journal she has named ‘‘Understanding Consumer Behaviour and Career Planning’’

5

Company News

Tigo office buildings area “No Smoking” area

Amina recently discussed with the Information Category Manager the possibility of working on special projects oriented towards understanding consumer behaviour, product and service development. To her delight, there are such planned projects. With Salum’s permission, she spends one hour each week on two of these projects. She has come to learn a lot from these projects and has developed good working ties with the Information Category Department. Now, every four months with Salum’s permission and where possible Amina works on a special project with the Information Category team.

It is now three years since Amina joined MIC Tanzania Ltd and thanks to her personal motivation and ambition, she now has a good understanding of how the Information Category works and they have now really grown to like her contributions to their work. A few days ago, opportunity came knocking. A job within the Information Category Department was advertised and Amina emerged the most suitable candidate. In hindsight, all the personal learning hours, all the hard work and self-determination have paid off! Her next challenge is to perform well in her new role and contribute effectively to the growth of the business as she continues her quest of becoming a formidable Information Category Manager.

As I reflected on Amina’s story, I realised a few things: ever since she joined the company, no one came to her with a promotion offer, or told her what she could expect to be after three years with Tigo. Amina sought really hard for development opportunities (within and out of her department) and yearned to be a better professional.

Once she set her medium and long term development targets, no one could stop her; she was simply unstoppable! She focused on excelling in her current role. She always had development talks with her line manager –Mr Salum and always asked him for support. Amina always had an Individual Development Plan and worked towards it and monitored it religiously year after year.

With the support of her line manager and the Performance and Development Team in Human Resources (HR), she found ways of developing herself. As well as seeking out mentorship opportunities, consultations with work colleagues and undertaking special marketing projects, on the job training and developmental feedback sessions etc).

Amina was simply unstoppable; she was a success waiting to happen! She took charge of her development. She was the master of her career path!

At Tigo, each employee is responsible for his/her development. In my time here, I have come to realise that a well thought out IDP is the roadmap to personal and career development. I have come to realise that Amina is a perfect example of what the slogan means and how, as an employee, I can grow and develop at Tigo.

Thanks to Amina I can now visualise my own future and work towards achieving it here. I am the captain of my ship. I have an IDP. Do you have an Individual Development Plan (IDP)?

Thanks for reading my story

AMINA MasanjaA Self Driven Professional at Tigo

Page 7: Newsletter March2013 (5)

A story for Tigo Employees about the essence of Individual Development Plans at Tigo

‘’At Tigo, each employee is responsible for his/his own development’’

A story is told of a young budding professional called Amina Masanja who joined MIC Tanzania LTD as a Customer Service & Sales Executive. Amina proved to be a very good candidate during the interviews. She showed great enthusiasm and passion for being part of the Customer interfacing team. Amina simply oozed with confidence, optimism and real passion. She certainly knew where her career was headed!

Upon appointment as a Customer Service & Sales Executive, Amina proved a great addition to the Customer Operations Department. She was simply good with customers, always going out of her way to ensure that all customers she attended to left with memorable interactions and satisfied needs. Amina is passionate about figuring out what customers really want. She knows that customers and particularly satisfied customers are key for business growth and as such creating products and services that meet customer needs is something that she loves exploring. Amina’s dream is to grow into a Marketing Executive. She sees herself in the next 5 years as part of the Categories team. Innovation is her passion! ‘‘If only I could be part of Tigo’s team that develops products, tests them and launches them to the Market, I would feel a sense of accomplishment, a – real sense of achievement’’ she says.

Amina is intimate about customer needs. She is passionate about customer needs identification/anticipation, product and service marketing and consumer relationship management.

For Amina to join the Categories, she is aware that:1. She needs to excel in her current role as a Customer Service & Sales Executive;

2. She must know what skills, behaviours and attitudes (competencies) to develop for her future target role-position in the Categories Departments. For example she is aware that marketing research, marketing trend analysis are some of the important skills she needs to understand consumer behaviour.

During her first objective setting session with her line manager – Salum, Amina requested Salum to explain in detail what it would take for her to excel as a Customer Service & Sales Executive. ‘‘This was a very engaging, interactive and serious meeting’’, said Salum, Amina wanted to know how her job contributed to the overall departmental objectives, she was also interested in knowing how her job was linked to mine and what she could do to fully fit in this job’’, remarked Salum.

With this level of interaction and clarity, Salum and Amina agreed on very SMART Objectives with clear KPIs and Deliverables for the year. In addition to this, they developed a Personal Development Plan/IDP that focused on the skills/ competencies she needed to develop to help her succeed in her role.

Amina is very clear on one thing - for her to have a chance at joining the Categories; she needs to start developing herself and needs to start yesterday. Therefore, one of the key development needs that she has made for himself is to have a better understanding of Tigo’s customers and their needs. To obtain this understanding, Amina has decided to spend 15 minutes each day speaking with her Manager and other Customer Operations staff about their experiences with customers and their needs. She keeps a record of all her findings in a journal she has named ‘‘Understanding Consumer Behaviour and Career Planning’’

6Tigo office buildings area “No Smoking” area

Amina recently discussed with the Information Category Manager the possibility of working on special projects oriented towards understanding consumer behaviour, product and service development. To her delight, there are such planned projects. With Salum’s permission, she spends one hour each week on two of these projects. She has come to learn a lot from these projects and has developed good working ties with the Information Category Department. Now, every four months with Salum’s permission and where possible Amina works on a special project with the Information Category team.

It is now three years since Amina joined MIC Tanzania Ltd and thanks to her personal motivation and ambition, she now has a good understanding of how the Information Category works and they have now really grown to like her contributions to their work. A few days ago, opportunity came knocking. A job within the Information Category Department was advertised and Amina emerged the most suitable candidate. In hindsight, all the personal learning hours, all the hard work and self-determination have paid off! Her next challenge is to perform well in her new role and contribute effectively to the growth of the business as she continues her quest of becoming a formidable Information Category Manager.

As I reflected on Amina’s story, I realised a few things: ever since she joined the company, no one came to her with a promotion offer, or told her what she could expect to be after three years with Tigo. Amina sought really hard for development opportunities (within and out of her department) and yearned to be a better professional.

Once she set her medium and long term development targets, no one could stop her; she was simply unstoppable! She focused on excelling in her current role. She always had development talks with her line manager –Mr Salum and always asked him for support. Amina always had an Individual Development Plan and worked towards it and monitored it religiously year after year.

With the support of her line manager and the Performance and Development Team in Human Resources (HR), she found ways of developing herself. As well as seeking out mentorship opportunities, consultations with work colleagues and undertaking special marketing projects, on the job training and developmental feedback sessions etc).

Amina was simply unstoppable; she was a success waiting to happen! She took charge of her development. She was the master of her career path!

At Tigo, each employee is responsible for his/her development. In my time here, I have come to realise that a well thought out IDP is the roadmap to personal and career development. I have come to realise that Amina is a perfect example of what the slogan means and how, as an employee, I can grow and develop at Tigo.

Thanks to Amina I can now visualise my own future and work towards achieving it here. I am the captain of my ship. I have an IDP. Do you have an Individual Development Plan (IDP)?

Thanks for reading my story

Company News

Page 8: Newsletter March2013 (5)

Topic - DiabetesWhat is diabetes?

Diabetes, often referred to by doctors as diabetes mellitus, describes a group of metabolic diseases in which the person has high blood glucose (blood sugar), either because insulin production is inadequate, or because the body's cells do not respond properly to insulin, or both. Patients with high blood sugar will typically experience polyuria (frequent urination), they will become increasingly thirsty (polydipsia) and hungry (polyphagia).

There are THREE types of diabetes:

1) Type 1 DiabetesThe body does not produce insulin. Some people may refer to this type as insulin-dependent diabetes, juvenile diabetes, or early-onset diabetes. People usually develop type 1 diabetes before their 40th year, often in early adulthood or teenage years.

Type 1 diabetes is nowhere near as common as type 2diabetes. Approximately 10% of all diabetes cases are type 1.

Patients with type 1 diabetes will need to take insulin injections for the rest of their life. They must also ensure proper blood-glucose levels by carrying out regular blood tests and following a special diet.

2) Type 2 DiabetesThe body does not produce enough insulin for proper function, or the cells in the body do not react to insulin (insulin resistance).Approximately 90% of all cases of diabetes worldwide are of this type.

Some people may be able to control their type 2 diabetes symptoms by losing weight, following a healthy diet, doing plenty of exercise, and monitoring their blood glucose levels. However, type 2 diabetes is typically a progressive disease - it gradually gets worse - and the patient will probably end up have to take insulin, usually in tablet form.

Overweight and obese people have a much higher risk of developing type 2 diabetes compared to those with a healthy body weight. People with a lot of visceral fat, also known as central obesity, belly fat, or abdominal obesity, are especially at risk. Being overweight/obese causes the body to release chemicals that can destabilize the body's cardiovascular and metabolic systems.

The risk of developing type 2diabetes is also greater as we get older. Experts are not completely sure why, but say that as we age we tend to put on weight and become less physically active. Those with a close relative who had type 2 diabetes, people of Middle Eastern, African, or South Asian descent also have a higher risk of developing the disease.

7

Health Corner

Tigo office buildings area “No Smoking” area

3) Gestational Diabetes

This type affects females during pregnancy. Some women have very high levels of glucose in their blood, and their bodies are unable to produce enough insulin to transport all of the glucose into their cells, resulting in progressively rising levels of glucose.

Diagnosis of gestational diabetes is made during pregnancy.

The majority of gestational diabetes patients can control their diabetes with exercise and diet. Between 10% to 20% of them will need to take some kind of blood-glucose-controlling medications. Undiagnosed or uncontrolled gestational diabetes can raise the risk of complications during childbirth. The baby may be bigger than he/she should be.

Scientists from the National Institutes of Health and Harvard University found that women whose diets before becoming pregnant were high in animal fat and cholesterol had a higher risk for gestational diabetes, compared to their counterparts whose diets were low in cholesterol and animal fats.

Symptoms of Diabetes.• Frequent urination• Disproportionate thirst• Intense hunger• Weight gain• Unusual weight loss• Increased fatigue• Irritability• Blurred vision

• Cuts and bruises don't heal properly or quickly• More skin and/or yeast infections• Itchy skin• Gums are red and/or swollen - Gums pull away from teeth• Frequent gum disease/infection• Sexual dysfunction among men• Numbness or tingling, especially in your feet and hands

All types of diabetes are treatable.Diabetes type 1 lasts a lifetime, there is no known cure. Type 2 usually lasts a lifetime; however, some people have managed, through a lot of exercise, diet and excellent body weight control to get rid of their symptoms without medication.

Researchers from the Mayo Clinic Arizona in Scottsdale showed that gastric bypass surgery can reverse type 2 diabetes in a high proportion of patients. They added that within three to five years the disease recurs in approximately 21% of them. Yessica Ramos, MD., said "The recurrence rate was mainly influenced by a longstanding history of Type 2 diabetes before the surgery. This suggests that early surgical intervention in the obese, diabetic population will improve the durability of remission of Type 2 diabetes."

Patients with type 1 are treated with regular insulin injections, as well as a special diet and exercise.

Patients with Type 2 diabetes are usually treated with tablets, exercise and a special diet, but sometimes insulin injections are also required.

If diabetes is not adequately controlled the patient has a significantly higher risk of developing complications, so make sure you get tested and you know your status.

Men whose testosterone levels are low have been found to have a higher risk of developing type 2 diabetes. Researchers from the University of Edinburgh, Scotland, say that low testosterone levels are linked to insulin resistance.

Measuring the glucose level in your blood

Page 9: Newsletter March2013 (5)

Health Corner

What is diabetes?

Diabetes, often referred to by doctors as diabetes mellitus, describes a group of metabolic diseases in which the person has high blood glucose (blood sugar), either because insulin production is inadequate, or because the body's cells do not respond properly to insulin, or both. Patients with high blood sugar will typically experience polyuria (frequent urination), they will become increasingly thirsty (polydipsia) and hungry (polyphagia).

There are THREE types of diabetes:

1) Type 1 DiabetesThe body does not produce insulin. Some people may refer to this type as insulin-dependent diabetes, juvenile diabetes, or early-onset diabetes. People usually develop type 1 diabetes before their 40th year, often in early adulthood or teenage years.

Type 1 diabetes is nowhere near as common as type 2diabetes. Approximately 10% of all diabetes cases are type 1.

Patients with type 1 diabetes will need to take insulin injections for the rest of their life. They must also ensure proper blood-glucose levels by carrying out regular blood tests and following a special diet.

2) Type 2 DiabetesThe body does not produce enough insulin for proper function, or the cells in the body do not react to insulin (insulin resistance).Approximately 90% of all cases of diabetes worldwide are of this type.

Some people may be able to control their type 2 diabetes symptoms by losing weight, following a healthy diet, doing plenty of exercise, and monitoring their blood glucose levels. However, type 2 diabetes is typically a progressive disease - it gradually gets worse - and the patient will probably end up have to take insulin, usually in tablet form.

Overweight and obese people have a much higher risk of developing type 2 diabetes compared to those with a healthy body weight. People with a lot of visceral fat, also known as central obesity, belly fat, or abdominal obesity, are especially at risk. Being overweight/obese causes the body to release chemicals that can destabilize the body's cardiovascular and metabolic systems.

The risk of developing type 2diabetes is also greater as we get older. Experts are not completely sure why, but say that as we age we tend to put on weight and become less physically active. Those with a close relative who had type 2 diabetes, people of Middle Eastern, African, or South Asian descent also have a higher risk of developing the disease.

8Tigo office buildings area “No Smoking” area

3) Gestational Diabetes

This type affects females during pregnancy. Some women have very high levels of glucose in their blood, and their bodies are unable to produce enough insulin to transport all of the glucose into their cells, resulting in progressively rising levels of glucose.

Diagnosis of gestational diabetes is made during pregnancy.

The majority of gestational diabetes patients can control their diabetes with exercise and diet. Between 10% to 20% of them will need to take some kind of blood-glucose-controlling medications. Undiagnosed or uncontrolled gestational diabetes can raise the risk of complications during childbirth. The baby may be bigger than he/she should be.

Scientists from the National Institutes of Health and Harvard University found that women whose diets before becoming pregnant were high in animal fat and cholesterol had a higher risk for gestational diabetes, compared to their counterparts whose diets were low in cholesterol and animal fats.

Symptoms of Diabetes.• Frequent urination• Disproportionate thirst• Intense hunger• Weight gain• Unusual weight loss• Increased fatigue• Irritability• Blurred vision

• Cuts and bruises don't heal properly or quickly• More skin and/or yeast infections• Itchy skin• Gums are red and/or swollen - Gums pull away from teeth• Frequent gum disease/infection• Sexual dysfunction among men• Numbness or tingling, especially in your feet and hands

All types of diabetes are treatable.Diabetes type 1 lasts a lifetime, there is no known cure. Type 2 usually lasts a lifetime; however, some people have managed, through a lot of exercise, diet and excellent body weight control to get rid of their symptoms without medication.

Researchers from the Mayo Clinic Arizona in Scottsdale showed that gastric bypass surgery can reverse type 2 diabetes in a high proportion of patients. They added that within three to five years the disease recurs in approximately 21% of them. Yessica Ramos, MD., said "The recurrence rate was mainly influenced by a longstanding history of Type 2 diabetes before the surgery. This suggests that early surgical intervention in the obese, diabetic population will improve the durability of remission of Type 2 diabetes."

Patients with type 1 are treated with regular insulin injections, as well as a special diet and exercise.

Patients with Type 2 diabetes are usually treated with tablets, exercise and a special diet, but sometimes insulin injections are also required.

If diabetes is not adequately controlled the patient has a significantly higher risk of developing complications, so make sure you get tested and you know your status.

Men whose testosterone levels are low have been found to have a higher risk of developing type 2 diabetes. Researchers from the University of Edinburgh, Scotland, say that low testosterone levels are linked to insulin resistance.

Page 10: Newsletter March2013 (5)

We said goodbye to:

1. David Johansson - Promotion to Regional role - Head of Supply Chain - 31st March 2013

2. Mussa Sultan Kassim - Resignation - Regional Data Sales Manager - 19th March 2013

3. Matungwa Babyegeya - Resignation - Deputy Head of HR - 12th March 2013

4. Augustine Makalle - Resignation - Retail Brand and Communication Specialist - 13th March 2013

5. Emmanuel Iddi - Termination - Senior Dealer Executive Support - 22nd March 2013

6. Allen John - Termination - Interconnect Billing Analyst - 22nd March 2013

We welcome:

1. Victor Shao Obey - Accounts Executive, Payable - 18th March 2013,

2. David Sanga - Field Operations Engineer - 18th March 2013

3. Frank Kulwa - Field Operations Engineer - 18th March 2013

4. Quizelimana Bwenge - Field Operations Engineer - 18th March 2013

5. Wenceslaus Kisarika - Regional Data Sales Manager - 1st March 2013

6. Julio Ricardo Antezana - Distribution Manager - 11th March 2013

9

Announcements

Tigo office buildings area “No Smoking” area

Page 11: Newsletter March2013 (5)

Announcements

10Tigo office buildings area “No Smoking” area

Win a gift!!Look through the Riddle’s Page,

answer Number 7 correctly and win a gift.

send your response by email to:[email protected]

before 21st March 2013

The winner for theFebruary issue was:

BROWN LEKULE. Brown won an Electric Kettle.Congratulations Brown

Riddles!!!1) On my way to St. Ives, I met a man with seven wives. Each wife

had seven sacks, each sack had seven cats, each cat had seven kits. Kits, cats, sacks and wives, how many were going to St. Ives?

Answer: One person, You

2) Some months have 30 days. Some have 31. How many have 28 days?

Answer: All of them

3) Paul's height is six feet, he's an assistant at a butcher's shop, and wears size 9 shoes. What does he weigh?

Answer: Meat

4) How many of each species did Moses take on the ark with him?

Answer: None, Moses was not on the ark, Noah was.

5) Why can't a man living in the USA be buried in Canada? Answer: Why should a man living be buried?

6) What happened in the middle of the twentieth century that will not happen again for 4,000 years?

Answer: The year 1961. It reads the same upside down. This will not happen again until the year 6009.

7) The capital of Turkey is a long word. Can you spell it?

FIND THE CORRECT ANSWER AND WIN A PRIZE

Monthly Treasure Hunt:

Page 12: Newsletter March2013 (5)