Fadiven________________________________________________________________________________________________________________________________________________________________________________________________

Project Management & Consulting

Project ManagementProject Initiation Engineering Project Management Company Formation

Project Selection Government Relations Feasibility Studies and Due Diligence Promotions and Project Appraisal Pre-Implementation and Settlement

Basic and detailed engineering designs Tendering process Supplier and contractor evaluation and

Selection Construction Supervision Commissioning & testing

Time Management Cost Management Risk Management Resource Management Procurement Management

Organization Structure Company manning Financial Marketing Material control and

General Company Systems. Operational Models and Manuals

Upgrade and Expansion Management Standards Compliance Management Project Mngmt. Softwares & Tools Industries

Plant enlargements Update, upgrade and revamping of

machinery CAPEX/OPEX projects Management Manufacturing of new products Management of re engineering processes Setting up and start up of new

manufacturing facilities Greenfield, Brownfield and Grassroots

Projects

OHSAS 18000 NFPA,API,EXXON COVENIN & CBM PDVSA ISO 9001 and 14001,ISO/TS16949 ANSI,AENOR,BSI CSA/AM - CSA Gas Standards ASME, ASTM,IEEE-SA ASCE, JSCE

MS Project , Openproj, Gantter Primavera, Teambox, FreedCamp Leap. Photoshop, PhotoScape, Webshots SAP2000, RSTAB 8, RFEM 5 AutoCAD 2012: 2D & 3D. PD467 O21 SCADA PLC

Gas/oil and Energy Utilities & chemicals Steel mill, mining, Iron and Steel Retail, industrial goods, textile Construction, petrochemical,automotive Pulp & paper, consumer product Manufacturing, foods and beverages High tech, telecommunications, fmcg Supply chain, distribution and

Transportation Pharmaceuticals, aerospace and defense

Management ConsultingManagement Strategies Personnel and Organization Marketing Production

Establishing management visions Formulating management plans and

profit plans Promoting restructuring strategies Strategies for new businesses/ M&As Developing new products and services

Developing personnel Systems Adopting goal management systems Reorganization Making organizations more efficient and

Active Improving efficiency in indirect sections

Adopting relationship marketing Realigning and reinforcing sales systems Formulating and implementing store

opening plans Making sales representatives more

active Surveying customer satisfaction and

markets

Reforming factory management systems Promoting total cost reduction Improving production line productivity MRP/JIT/Lean Six Sigma Reforming distribution and logistics

systems

Finance IT ISO-related issues Management Quality

Reforming profits structures Improving cash management Improving cost accounting systems Developing monthly and consolidated

group accounting systems

Support for formulating plans to utilize information technologies

Support for writing RFPs Support for writing requirements

specifications Support for writing RFPs based on

requirements specifications Support for evaluating operations

Obtaining ISO 9001 and 14001 certification

Training (would-be) internal auditors Compliance audits Support for solidifying the basis of

business processes through “5S activities,¨ work process analyses.

Support for internal assessments Support for assessment cycles Support for setting up projects to

improve management quality Reforming management from the

viewpoint of management quality

Environment Additional Capabilities Mngmt. Consulting Softwares & Tools Industries

Formulating environmental strategies Compiling environmental report Adopting environmental accounting Developing systems for environmental

education Various researches and studies

Corporate finance Startups, turnarounds, setting up New business development Product analysis & development New investment developments Risk and strategy planning direction Metric-based management

Saint, SAP R/3, Baan, PeopleSoft JD Edwards, Oracle, Profit Plus Adapta Pro. CRM, QMS, JIT, SMED, TPM,MRP PLM, SCM, SDLC,CBM Microsoft Office Professional 2003-2011:

Excel, Power Point, Word. Six Sigma tenets, Lean Manufacturing

strategies KPIs and metric-based management SWOT Analysis, TCO, MCRS, SaaS

Gas/oil and Energy Utilities & chemicals Steel mill, mining, Iron and Steel Retail, industrial goods, textile Construction, petrochemical,automotive Pulp & paper, consumer product Manufacturing, foods and beverages High tech, telecommunications, fmcg Supply chain, distribution and

Transportation Pharmaceuticals, aerospace and defense

Examples of Recent and Current ProjectsClient Case Studies

Management ConsultingCorporate Turnaround System Design/Implementation Strategic Planning

Situation: After private equity firm acquired $570MM food processing manufacturer, they hired Fadiven to analyze the business, identify cost savings opportunities, and lead the company through implementation to realization of savings.

Hindrance: Nine consecutive years of company losses at 120+ year old unionized company with heavily ingrained culture of entitlement, a lack of customer / market awareness, and a disdain for change.

Actions: Led team of 12 consultants on-site for 15 months, focused on cost savings / process improvement efforts in energy consumption, maintenance effectiveness, manufacturing output, labor efficiency, and management reporting. Built an energy consumption model based on 25 variables. Analyzed maintenance work orders, cleansed the data, updated man-hour (time) estimates, established priorities, and realigned manning to the work. Analyzed production records to determine the circumstances when output was at its highest and performed root cause analysis to determine issues leading to lower output. Developed over 250 key performance indicators to measure the effectiveness of all departments and then target rates were established to provide consistent direction to the 750 employees across the company.

Results: Returned Company to profitability in first full year on-site, exceeding $15 MM cost savings target by 10%. Delivered client savings in excess of a 4-to-1 return on investment.

Situation: Private equity firm acquired $350MM global printing and packaging division from international conglomerate. As part of the divestiture agreements, the newly created company had 12 months to migrate from corporate hardware and software systems. Upon finalizing the acquisition, the first 6 months were spent analyzing sales and operations, building a plan to restructure the business, implementing all requisite HR processes, and hiring a new senior leadership team. Once the direction of the business was established, I led the effort to analyze enterprise resource planning (ERP) requirements.

Hindrance: Much of the business was unprofitable at the time of acquisition, assets needed to be sold off and plants closed, personnel turnover was high due to the perceived risk of closure, and sales were in decline

Actions: Fadiven led the development of ERP system requirements, system selection process, final negotiations, and the conversion from SAP to EFI Radius. After two months of due diligence, we had only 4 months left before we had to "go live" and comply with all legal obligations associated with the divestiture. Ran the project from beginning to end, partnered with the technical lead on an outsourced hardware solution, and directed all functional leads on system configuration, data conversion, and personnel training

Results: New ERP system went live on time and on budget within these 4 months (a typical conversion can last up to 18 months).

Situation: automotive manufacturing company had new leadership team, post acquisition, with nine consecutive years of losses.

Hindrance: Seven different bargaining units (unions) within the hourly labor force. Significant financial losses limited the availability of capital for investment in technology, so work redesign and restructuring were the only options to streamline processes. Lack of detailed job descriptions, no job grading system in place.

Actions: Led the 7-person client leadership team through multiple off-site meetings to complete SWOT analyses. Facilitated the discussions and introduced industry benchmark data to spark the brainstorming and help define current state. Conducted gap analyses based on newly defined strategies and profitability targets, identified an opportunity to reduce headcount, developed plan to reorganize supervisory positions for an improved span of control, and negotiated with Unions

Results: Corporate restructuring and union negotiations removed more than $4MM of labor costs

Strategic Sourcing Logistics Management Continuous Improvement

Situation: Acting VP of Supply Chain for $270MM pulp and paper manufacturer leading the Strategic Sourcing function. The department had no clear understanding of contract management, no active spend analysis program existed.

Hindrance: Company did not centrally manage their spend, with multiple functions throughout the operation having spend authority. Singular focus of small procurement team was to create purchase orders. Organization was untrained on the benefits and requirements of strategic sourcing. Data was inconsistently input into multiple databases and no analyses were in place.

Actions: Conducted spend analysis on $250MM of expenses. Created a repeatable set of processes, tools, and data management guidelines for the analysis to be sustainable and trained the company's top 40 associates on strategic sourcing. Identified 12 contracts that had lapsed and an exceptional lack of sourcing leverage (too many suppliers providing similar commodity chemicals). Partnered with technical / R&D team to determine optimal combination of chemicals and suppliers. Led team to negotiate multi-year purchase agreements

Results: New purchase agreements saved more than $10MM annually and created mutually beneficial partnerships with world-class suppliers, including the provision to provide on-going technical analysis and support of new product development, cost efficient operations, and an environmentally sustainable footprint

Situation: Sold follow-on consulting business to consumer products manufacturer to develop a structured transportation bidding process where none had existed previously (annual transportation spend of $20MM). National carriers were specifically excluded and limited ability to leverage spend (using 40+ carriers)

Hindrance: Very manual process to tender more than 100 loads each day under a single set of rates per lane that did not take different carrier density or capacity into account. No tools / technology available and very poor quality of data to make decisions. A small insourced fleet was used in addition to the 100 contract loads per day, with manual driver logs and little management oversight.

Actions: Designed and implemented client's first ever transportation analysis and bid process. Manually cleansed data in order to make informed decisions on requirements. Pre-qualified additional carriers to include in the process. Determined the client's small insourced fleet was inadequate to provide required service and exposed the company to unnecessary risk. Designed a regional, dedicated fleet and led all negotiations with third party carriers. Signed multi-year service deals, with a comprehensive scorecard to measure performance.

Results: Secured a 10% reduction in total freight costs, equating to $2MM annually, and moved payment terms from net 7 days to net 30 days, improving cash flow . With the regional dedicated fleet in place, this secured capacity in a tightening market and enabled on time deliveries to improve from 96% to more than 99%.

Situation: In addition to managing a $125MM business line in the Consumer Product Division for a $2.5B French professional services firm, tasked by the CEO to assume responsibility for a global productivity initiative required to deliver $2MM in annual cost savings.

Hindrance: Global productivity initiative was started 2 years prior with very little results. Management of the project had changed hands two prior times and there was no project plan or roadmap to work from ($2MM cost saving goal was provided as a "top down" target). Cultural challenges across the 24 countries involved. The company had grown through acquisition with no enforced standardization of local processes. Organization had no training in Six Sigma or other continuous improvement techniques.

Actions: Change agent for global continuous improvement initiative across all 40 Divisional testing laboratories in 24 countries. Started with an assessment of historical records, interviewed operations staff from all 40 locations, solicited a list of best practice ideas, appointed project team members, built a collaborative list of priorities, and then documented all in a project plan. Over the course of the next 12 months, best practices were tested, confirmed, and implemented in specific test procedures, general lab operations, customer interface, and data management / report writing processes.

Results: Streamlined operations allowed us to reduce staff by 50 people globally, equating to 5% of our labor costs or $2MM.

Supply Chain Cost Reduction Sales & Operations Planning Fadiven Helps Revitalize Mature Footwear and Apparel Brand

Situation: A leading North American concrete and aggregate supplier sought assistance in optimizing U.S. logistics, given recent changes to demand levels. The focus was on reducing the procurement, logistics and overhead costs for their cement business.

Hindrance: Fadiven Consulting was tasked with finding 6% savings from the existing cost base.

Actions: The team undertook a comprehensive review of costs and prioritized focus areas based on their analysis of data and management input. Primary sources of savings related from reducing terminal operating costs, changing the seasonality of terminal sourcing and a holistic approach to redesigning the network in one region. Fadiven also identified the drivers of increasing costs and determined appropriate organizational changes and improved cost controls to lock in savings.

Results: Fadiven identified a number of key operational and organizational changes, which generated more than 10% savings in targeted costs. The client implemented nearly all of Fadiven’s recommendations immediately into the next year’s budget

Situation: Led Production planning function of a pharmaceutical manufacturer. No integrated planning process, no item level sales forecasting, and multiple versions of plans.

Hindrance: Company was privately held for all 100+ years of its existence prior to acquisition by private equity firm, they were led by their last CEO for 35 years in a very top down manner, low turnover provided little insight to different methods or procedures, demand for accountability was relatively non-existent, no tools / technology available to build an integrated platform.

Actions: Introduced Sales & Operations Planning (S&OP) concepts, developed and installed processes and tools covering sales forecasting, production planning, inventory management, financial reconciliations, transportation planning, and warehouse planning; trained staff on all related tools. Worked with IT to define a migration path from MS Excel based models to a more stable, scalable platform.

Results: Immediately reduced work-in-process inventories, and slow moving & obsolete finished goods inventories by 25% or $2MM. Created "one version of the truth" and eliminated widespread contradictory plans. Increased manufacturing efficiencies 5% due to improved production scheduling routines. Improved space planning and material flow through warehouses, and the enhanced visibility to future transportation requirements enabled the use of lower cost providers

Situation: Fadiven Consulting’s client, a global footwear and apparel company, needed to better understand its consumer: the different segments that comprised the addressable market, their purchase behavior, why they bought particular brands, and their share of wallet.

Hindrance: Strategically, the client needed to determine how much of a brand’s growth story was being driven by a temporary fashion fad versus a true connection with customers. And ultimately, was there further room for the brand to grow with existing or new customers, or had the brand’s market share already been maximized.

Actions: Using a sophisticated on-line research tool, the Fadiven team developed a detailed customer segmentation model for the brand based on demographic, attitudinal and behavioral attributes. Using this model, Fadiven determined each segment’s relative size, behaviors, and preferences. Most importantly, the team also examined each segment’s affinity for the company’s brand and quantified the likelihood of future growth. The analysis spanned nine countries around the world. The Fadiven team recommended that the company make a number of significant changes in their strategic priorities, including: - Targeting an under-served customer segment - Repositioning the brand messaging - Carefully managing the brand extension ideas

Results: Based on Fadiven research, the company modified its long-term strategy for its brand, and is focusing on a portfolio of customer segments to achieve its growth targets. Furthermore, Fadiven’s proprietary segmentation methodology helped to validate major strategic initiatives such as its retail store strategies and new apparel lines

EBITDA Improvement Program for Global Oilfield Services, Equipment Fabrication, and Engineering,

Procurement, and Construction Company

Steel Manufacturer : Delivering Success from Raw Materials to Finished Goods Through Total Cost of

Ownership

Mining Company : Maintenance on the move Raising truck availability, driving significant

production gain with cost savings Situation: A $2-billion-per-year global oilfield services

company with a broad portfolio of both products and services—formed through a series of mergers and acquisitions and experiencing significantly deteriorating performance in recent years.

Hindrance: The client requested a specific action plan that would identify where the company made money and what was needed to improve performance.

Actions: An eight-week project was launched to understand company profitability and improvement opportunity. The project team: - Produced a detailed product and customer profitability analysis across regions to identify performance issues - Performed specific deep dives into problem profitability areas to pinpoint opportunities for business development project control cost reductions, pricing improvements, portfolio rationalization, and process improvement within the company - Worked closely with company management to jointly develop a comprehensive set of improvement recommendations - Developed a plan to pursue $120 million to $160 million of overall annualized EBITDA improvement

Results: The Company executed on immediate selling, general, and administrative reduction targets and began realizing more than $20 million of annualized savings. Specific product line and customer pricing improvement opportunities were quickly taken advantage of, resulting in an additional $25 million of annualized improvement. Supply chain and shop floor productivity improvements were set in motion with a target EBITDA improvement of over $70 million annually. Several broad business restructuring initiatives were kicked off, including the exiting of negative EBITDA businesses in certain geographies to achieve an additional $25 million of improvement.

Situation: Its ambition is to become a high quality, low cost producer, but it had not fully achieved this despite its strong technical capabilities and recent investment in a new service centre.

Hindrance: The primary objective of the client engagement was to help them become a high quality, low cost producer through TCO and a ‘can do’ mentality

Actions: The Change Management program was designed to increase profitability by rationalizing supply channels, redesigning the end to end supply chain process and increasing product standardization and quality. It had an holistic focus and included 4 workstreams : Supply Chain Management, Sales, an effective MCRS and a Total Cost of Ownership (TCO) model to enable the client to balance customer satisfaction with optimized cash flow. Fadiven Consulting designed a sophisticated TCO model that included every component of total cost, from procurement of raw materials to processing and, as part of a comprehensive MCRS to drive compliance and generate savings installed and measured relevant KPIs at various levels. A streamlined purchasing process also supported Continuous Improvement by driving supplier OTIF and quality and reducing inventory. In turn, the new S&OP procedures impacted customer satisfaction by increasing OTIF and quality

Results: Management compliant operational KPIs were fully installed, short interval controls were implemented across different functions and a performance management system and a ‘can do’ attitude was fully embedded in the team. Within 3 months of TCO installation, the application had saved $141k on purchase orders for 1 month ahead. Annualized savings of $1.15mhave been achieved, inventory write offs reduced by $3m and inventory levels by an average 5 days on hand.

Situation: The client launched the Mobile Maintenance Excellence Initiative (MMEI) in partnership with Fadiven Consulting, Truck manufacturer and the dealer. The goal of the program was an ambitious double-digit increase in truck availability.

Hindrance: The shovel-and-truck operation at client’s mine runs 24/7, 365 days a year. High truck availability is a key to achieving production at or near the mine’s design capacity of 35,000 MTs of material per day

Actions: The client invited the truck manufacturer and the local dealer to participate in MMEI. The dealer supplies the client with heavy equipment as well as mechanics to perform on site maintenance and repair. About 200 Dealer employees work at mine alongside the roughly 1300 employed there by Client. MMEI team members from Client , Dealer and Truck manufacturer gathered weekly with Fadiven Consulting to shape the improvement initiative; clearly define and document the improved processes and the respective roles and responsibilities for Dealer and Client personnel; review project progress and assign new action items to remove barriers and move MMEI forward. Once the Maintenance process was redesigned, Fadiven Consulting worked with the MMEI team to customize the management control and reporting system (MCRS). Today their MCRS drives timely, coordinated decision making and ensures that people at each level of authority have ready access to critical data as well as the power to influence the results for which they are accountable.

Results: Truck availability increased to 83% and sustained at that level, improving the mine’s production potential. Also, operating costs were trimmed more than $30M. Mean time between truck stoppages increased from 42 to 72 hours. Preventive Maintenance completion rate improved from 52% to 100%.

Product Portfolio Optimization for a Plastic Containers Manufacturer

Removing risk and waste by modernizing legacy finance operations

Blueprint for Due Diligence on a Major Specialty Building Products Materials Company

Situation: The client is a leading U.S. manufacturer of plastic containers. The client has grown in recent years, resulting in a product portfolio that consisted of more than 20,000 SKUs produced in two plants. Despite historical efforts to reduce costs, the client had not been able to earn its cost of capital. Retail distribution pressures, industry over-supply and varied weather seasons all contributed to underperformance.

Hindrance: The client sought to implement a cost reduction plan to ensure that it earned its cost of capital by reducing manufacturing overhead and indirect plant costs through simplifying its product line and rationalizing its SKUs.

Actions: Fadiven Consulting developed a costing methodology to allocate plant overhead in an effort to accurately reflect the “true” cost of each SKU the client produced. Subsequently, Fadiven performed a detailed analysis of the client’s SKUs, product molds and plants to create a performance fact base. We leveraged the fact base to determine a list of initial opportunities for the client to consider for SKU rationalization and product portfolio improvements. We estimated the financial benefits and costs of specific recommendations for the client including headcount, inventory and capacity implications

Results: Fadiven identified specific actions that could allow the client to achieve more than two times the targeted profitability improvement. Significant production capacity was freed up and excess inventory was released.

Situation: A global energy company with operations in more than 100 countries was suffering growing pains as it attempted a number of acquisitions and a historical focus on decentralized operations. The lack of integration resulted in a business and technology infrastructure that hadn’t kept pace with the growth of the company. It lacked standardized, automated processes, was understaffed, and was under significant compliance pressure.

Hindrance: An overhaul of its Finance capability as well as strategies for improving controls and the effective tax rate were required.

Actions: Our cross-functional team, led by Accounting, Tax, Treasury, and Finance, was able to identify a number of opportunities in the tax area that were directly related to issues with the underlying accounting. We set out to help create an integrated solution to reduce risk and simplify the intercompany loans process, creating a standard template and process to recalculate 450 intercompany loans based on their unique attributes. Next we commissioned the development of an Intercompany Database, using SQL with a Web front end to become the loans sub-ledger, accessible to more than 200 users worldwide. We helped create a standard template for the loan schedules corrected historical data, and helped develop core management reports and a dashboard that provides insight for decision making and preventive controls to maintain quality.

Results: Our efforts to help simplify, standardize, and automate the client’s finance operations have paid off. Accounting has sped up the generation of its interest accrual reports from two weeks to five minutes, while Treasury has decreased its loan file processing time by more than 80 percent while simultaneously eliminating the earlier errors in the loan schedules. Global visibility tothe database promotes transparency, enables reconciliation to G/L, and creates an audit trail, and Tax is able to optimize its tax planning now that it knows it is working with accurate information.

Situation: A private equity (PE) company requested a commercial due diligence of a major specialty building products materials company

Hindrance: Fadiven Consulting’s key tasks included appraising the fundamental attractiveness and risks of the manufacturer as a potential investment for the PE client.

Actions: Fadiven assessed each of the company’s divisions based on market sizing analysis and forecasts, distribution channel trends, customer assessment, and competitive positioning. Fadiven also developed revenue forecasts for scenarios that considered variations in the construction industry recovery and potential market share loss for two of the company divisions, due to the highly competitive nature of the markets they serve. The Fadiven team performed interviews with dealers, distributors, retailers, contractors, and competitors to gain a wide perspective on the market. The team also developed a survey to quantify identified market trends and gain insight from its partners and customers. For one of the company’s divisions, Fadiven’s market analysis revealed that one of the company’s vertical markets’ growth would depend largely on new housing starts recovery.

Results: Fadiven provided the PE client with a comprehensive understanding of how the target company was positioned in the market, along with supporting evidence to move forward with the investment.

Talent management business process transformation

Portfolio Strategy and Governance Structure for a EA Shipper – Part I

Portfolio Strategy and Governance Structure for a EA Shipper – Part II

Situation: A large oil and natural gas exploration and production company was growing domestically and overseas, employing over 5,000 people globally and supporting an increasingly diverse workforce. To improve its business strategy execution, leadership wanted to put more emphasis on talent development across the enterprise.

Hindrance: To do so it needed to enhance delivery of talent management services across diverse geographic locations and streamline its process efficiency and effectiveness.

Actions: The Company partnered with Fadiven to implement SuccessFactors’ integrated SAP Human Capital Management (HCM) SaaS solution in a hybrid architecture that could leverage its existing investment in SAP HCM. The capabilities of SuccessFactors made the solution a good fit for the company’s field-based workforce.

Results: The client now has a globally consistent talent management process and technology platform to deliver its programs. There’s now a clearer understanding of the value that HR provides and talent management processes are more efficient and effective. For instance, a previously labor-intensive annual compensation process has been reduced by 50 percent. Other wins include eliminating the freeze on the client’s SAP application during the two-and-a-half-month compensation process, and the ability to look at talent across domestic and international locations in a consistent and standardized way.

Situation: The SCEA-listed subsidiary of a EA holding group specializing in ocean shipping was struggling with a lack of strategic focus. In the past, the company had flitted from one industry to another and only recently had begun to home in on shipping services. While it was awash in cash due to a recent spinoff, it urgently needed to set its portfolio strategy and future direction to ensure that its funds were invested wisely.

Hindrance: It brought in Fadiven to help it better understand the shipping industry and what service offerings were likely to be most successful.

Actions: We started by investigating customer needs throughout the entire shipping life cycle to get a clear sense of the service requirements of shipping companies at each stage. For example, when a company first acquires a ship it needs ship brokerage services such as chartering and insurance. Throughout the life of the ship, the owner will need repair services and spare parts. At the end of a ship’s life the owner requires demolition services. - After mapping out each service, we analyzed market attractiveness and barriers to entry. This allowed us to sit down with the client and determine which services would be clear wins (highly attractive, low barriers to entry), which it should stay away from or outsource (low attractiveness, high barriers to entry), and which it might want to invest in (highly attractive but with high barriers to entry). - Next we defined the core competencies needed to compete in the different segments and assessed the client’s internal capabilities in each area. We also benchmarked the world's leading shipping service companies so that we could measure our client against them.

- In the last phase of the project we evaluated EA macro trends and identified government-supported sectors to generate a list of potential investment opportunities. Finally, we estimated the investment needed in each area over the next five years and recommended a potential capital structure for the investment.

Results: We were able to identify a number of areas where the client could improve its performance by leveraging existing networks. For example, the company operated in several shipping service segments, and although it might face the same customer multiple times, each of its businesses competed in the market independently. Cross-selling was clearly an untapped opportunity. Furthermore, the client was not leveraging the parent company’s network or those of the parent’s subsidiaries—another opportunity. - Based on our internal and external assessment, we recommended a future strategic positioning that emphasized the client’s global network and ability to deliver “one-stop service.” As a counter to the economic fluctuations of the shipping industry, we also proposed that the client launch an investment arm that would supplement its core shipping services. - To ensure the successful implementation of the proposed strategy, we recommended that corporate headquarters shift to a more controlled positioning in which it would provide more centralized strategic and operational support.

Infrastructure Investment Analysis for U.S. State A World-Class Supply Chain for a Petrochemicals Company - Part I

A World-Class Supply Chain for a Petrochemicals Company – Part II

Situation: A U.S. state was receiving a barrage of funding requests and proposals to build a new infrastructure for a container shipping port. Employees evaluating the proposals realized that they needed better tools and information to select projects that would deliver the most value.

Hindrance: Those seeking support argued that changing industry dynamics—rising fuel prices, port congestion, and expansion of the Panama Canal—meant there would be sufficient additional traffic in this location to support a larger facility. Although the arguments were persuasive, the state was concerned about losing current business and market share. They contacted Fadiven to perform an independent analysis to find out if investment in the new facility would lead to new jobs and more tax revenues.

Actions: Analyzing an infrastructure investment requires looking beyond the specifics of the immediate market. In this case, our analysis showed that container traffic is driven by end-to-end supply chain costs—and thus a port’s geographic advantage is paramount. We conducted interviews with 20 top North American ports, six of the top 10 shipping lines, state employees, and other key stakeholders. We developed a container demand forecasting model that addressed traffic-flow trends and constraints. We created a Port Attractiveness Framework that ranked the ability of ports to draw demand from competitors. Finally, we constructed an end-to-end supply chain cost model that incorporated all modes of delivery, including sea, rail, and trucking.

Results: Our 20-year supply-and-demand forecast provided the overall context that the evaluation team needed to manage funding requests. The forecast indicated the degree to which the container industry had been hurt by the recession and concluded that it would not return to pre-recession levels for five to eight years. Meanwhile, ports were competing with one another for limited, hard-to-motivate demand. -The client used our detailed economic model to assess the infrastructure proposals at various levels of potential demand. Because the model outlined longer-term costs and benefits—specifically in the form of jobs and tax revenues—government employees were able to make more informed decisions regarding support for each proposal.

Situation: In the petrochemicals industry, access to low cost raw materials (or feedstock) is an important competitive advantage. Since the mid-2000s most low cost feedstock has been located in the Middle East. For companies that set up production there, the most significant challenge is physically moving product to end users across the globe in a seamless manner.

Hindrance: A large Middle East producer of chemicals and related materials was embarking on the largest investment in its history: construction of several assets within the region and the acquisition of assets in several new regions around the world. The company aimed to triple its capacity within 12 years. But it was already experiencing some problems. It had grown to the point where it was becoming difficult to support new production capacity, which affected its ability to meet customer demands. Most troubling, lead times and the reliability of delivery commitments were well below customer expectations-and below competitors'. Developing a world-class supply chain was the linchpin in the company's strategy to connect assets in the Middle East to end markets around the world. Seeking a partner that had supply chain expertise, an understanding of end markets, and the ability to drive substantial change, the management team engaged Fadiven. Our task was to redesign the company's multiple sourcing and delivery mechanisms into a single, integrated supply chain that would reduce costs, improve customer service, and meet the unique requirements of each of its five business units.

Actions: Our mission extended beyond making recommendations for incremental changes. Together with the company's leadership, we were building a system designed to be flexible enough to adapt as global markets evolved. To do that we needed a vision of what the future of the petrochemicals industry might look like. That meant taking a holistic look at the entire ecosystem through an in-depth analysis of demand characteristics, customers, market preferences, and the regional competitive landscape.

Our team began by conducting a detailed assessment of the supply chain within each strategic business unit. The goal was to create a step change in how the company operated across six areas: - Customer Service - Planning and operating processes - Supply chain network and logistics - Organizational structure - IT enablement - Performance measurement As part of the assessment, we benchmarked the company's performance in each area against current competitors and future customer requirements, discovering that major improvements were needed in all areas. One of the first insights for company executives was the degree to which a tightly integrated planning discipline can drive reliability and customer value. For example, we recommended shifting the planning objective from asset utilization to global profit optimization, extending the three-month planning horizon to a full 18 mos. We also recommended dynamic scheduling rather than the current monthly recalibration, which was preventing the company from quickly addressing changing customer requirements. A detailed logistics network and inventory model allowed the company to evaluate different scenarios that would minimize intra-unit freight costs and optimize inventory levels at each stocking point. The model also supported our redesign of the company's port facilities to improve efficiency and accommodate its growth plans. After assessing the value of routes and hubs, we recommended that the company selectively expand existing terminals into hubs and add additional hubs in high-value areas.

Results: At the time of implementation, the company was poised to realize billions of dollars in additional value and was well-positioned to meet its goal of tripling capacity over 12 years. Halfway through this 12-year journey, the company has successfully integrated several new assets globally, and has already doubled its sales and increased profitability by nearly 50 percent.

Heavy/Off-Highway Equipment ManufacturerEBIT IMPROVEMENT - Part I

Heavy/Off-Highway Equipment ManufacturerEBIT IMPROVEMENT - Part II

Global provider of financial technologyUniting a fragmented organization

Situation: Global manufacturer of heavy and off-highway equipment faced multiple challenges to profitable growth.

Hindrance: Cyclicality in the business was not well managed, and regions, brands, and product lines were operating autonomously, thereby creating wildly variable performance and profitability. Additionally, regional performance was out of balance, with one region generating all the profits globally and other regions either performing only marginally or losing money consistently. Internal margin improvement programs had not generated meaningful results.

Actions: Team was organized to identify and execute step function margin improvement projects with clear goals around impact, speed, self-funding of project, accountability, and sustainability. Key actions taken: - Worked with company to address key issues in the loss making region, including original equipment pricing, aftermarket and spare parts, transportation, sales and marketing processes, and organization structure; addressed specific product lines with low return on invested capital (ROIC) - Migrated successful products between regions to start building both a global approach and the sharing of best practices. - As economic cycle turned negative, rolled out global purchasing initiative to impact more than $3 billion in spending. -Worked on selected market share strategies and technical product reductions to improve market approach.

Results: Overall program delivered $235 million of annualized benefits to earnings before interest and taxes. Selected details included: - Purchasing: Targeted cost reductions combined with capability improvements and organization redesign: $75 million - Pricing: Rolled out new process that would better track market positioning and enable more-proactive price adjustments: $46 million - Global logistics: Reviewed mode selection, carrier selection, and distribution network design and optimization: $44 million - Aftermarket and parts: Volume growth through product changes and customer targeting, pricing and cost reduction actions, and inventory reductions and management: $31 million - Sales and marketing: Evaluated sales organization, including skills assessment and work processes; increased sales targets: $10 million - Product ROIC turnaround: Developed profit and loss for individual product lines with low ROIC; went through turnaround process, treating each line like a small business: $7 million

Situation: How a global provider of financial technology transformed its finance, contracts, project management, procurement, and HR processes with an enterprise-wide Oracle implementation.

Hindrance: A global financial software and services company had grown through acquisitions, amassing a large number of disparate legacy systems that were unable to communicate with one another. In order to achieve organization-wide visibility and speed up its finance, contracts, project management, and HR processes, it needed to move to a single enterprise platform. When a private equity firm purchased the company, its need for organization-wide visibility and reporting tools intensified.

Actions: The implementation touched most of the company’s core processes, including customer service support, financial planning and reporting, procure to pay, hire to retire, contract management, sales forecasting, and product development. Fadiven helped map each process, redesigning it from the ground up to standardize and adapt it to the Oracle system. We redesigned the global chart of accounts to provide robust reporting capabilities, and set up the system to consolidate financial results and execute a faster monthly close.

Results: The new platform provides visibility through the company's operations and improves compliance. Time spent on the monthly close has shrunk from weeks to a matter of days, with a significant increase in accuracy. Easy-to-use web-based dashboards and analytical tools promote rapid, informed decision-making. Finally, with its streamlined and scalable global business processes, the company is well- positioned for future growth and rapid integration of new acquisitions.

Move to Common Manufacturing Processes for Move to Common Manufacturing Processes for Automaker Launches Global Sales Program

Plants at a North American Car Manufacturer –P-I Plants at a North American Car Manufacturer – P-II Situation: A leading automotive original equipment

manufacturer (OEM) with multiple assembly, transmission, and engine plants in North America had long allowed individual plants to develop their own processes. But as competition increased, the company needed all plants driving in the same direction.

Hindrance: In the past, allowing individual plants to develop their own processes was not a problem, but as competition increased, this OEM needed more flexible plants that could produce multiple products with few or no tooling changes. This would be a major shift for product development engineers who could focus on product rather than process, and for process R&D that received minimal funding. Process engineers relied more on equipment suppliers for advice than on their peers in other plants, and new technology was typically introduced at the plant level without strategic coordination. Measuring processes and operating attributes was the exception rather than the rule for this OEM. However, ultimately it became clear that inconsistency in manufacturing processes across plants was having a negative impact on cost, quality, and flexibility. The OEM needed a way to determine process requirements, identify preferred processes, measure outcomes, and increase intra-plant communication. Fadiven’s Bill of Process methodology addressed all of these issues.

Actions: A Bill of Process approach describes and defines how products are to be manufactured, from tooling and plant layout to operator instructions. Using our five-step methodology and working with a cross-functional, cross plant team, we created common processes across all of the plants’ assembly and machining operations as follows:

- Process scope and metrics. Defined the start and end of each process, defined key metrics and drivers, and developed data-collection templates for plant managers to use to measure performance. - Current-state analysis. Collected labor times for all plants and identified architecture requirements for each process; compared and documented performance at each plant, noting any process-related quality and throughput issues. - Product and process requirements. Defined current and future product requirements and benchmarked manufacturing processes across plants as an input to future preferred processes. - Preferred process design. Conducted best-in-company evaluation across all plants and developed preferred process designs. Documented rationale to support each process and performed financial analyses for recommendations requiring plant investment. - Implementation plan. Developed implementation plan and timeline based on tooling and facility constraints and the current product cycle. Projected savings based on implementation of each preferred process.

Results: The plant teams have completed 19 projects, identifying $130 million in annual savings and positioning the company for longer-term success. The core manufacturing group used the results to improve the Bill of Materials (list of all parts required for a completed product) to address the needs of manufacturing

Situation: The battle for growth among original equipment manufacturers (OEMs) is a staple of the global automotive industry. One automaker decided to take the game to the next level—redesigning its global face to become more customer focused.

Hindrance: After years of organic and M&A-based growth, the OEM knew that it needed to create more cohesion across its far-flung group of business units and brands. Executives wanted to develop a coordinated market approach with its highly independent brands, and planned to launch several sales initiatives across all brands to further boost sales. Leadership asked Fadiven to review and align the initiatives, and to set-up and run the coordination office for the global rollout.

Actions: The global rollout had two main interconnected pillars: review the sales transformation initiatives and to establish a coordination office that would oversee the rollout. First, we evaluated all sales initiatives, identifying the major milestones, benefits, and business case results, which were included in standard contracts. These contracts helped shore up commitment for the effort and became the basis for a global rollout across all markets. In setting up the coordination office, we identified the relevant stakeholders (across markets, brands, headquarters, and support functions), defining clear roles and responsibilities for each. We set up lean reporting structures and steering boards to accelerate decision making and ensure a speedy rollout.

Results: Once the coordination office was ready to go, we recruited and trained client staff to run it independently. Collectively, we were able to establish common standards in the sales IT systems across the various brands, align everyone around a common goal, and speed up the rollout of the global initiative. The program was a success—driving improved sales and strengthening the company’s internal structure—and became a key part of the client’s growth strategy.

New Maintenance Strategy for Steel Producer New Maintenance Strategy for Steel Producer North American Mining Company Maximizes

Part I Part II Performance and Profits Situation: One of the world's largest integrated steel

producers was facing financial losses as a result of a toxic combination of high costs and poor market conditions (low prices and low demand). With shareholder returns significantly below competitors', senior executives knew they needed to get the situation under control quickly and took aim at one of the biggest culprits behind their outsized costs: the maintenance organization.

Hindrance: The Company’s maintenance organization suffered from two main shortcomings: It was both extremely decentralized and highly dependent on contractors for maintenance services. The result was inconsistent maintenance practices and performance and a proliferation of contractors over which the company had little control. Lack of centralization also meant the company was missing opportunities to leverage its buying power with vendors. The executive team asked Fadiven to develop a maintenance strategy and establish maintenance management practices that could be used across the organization.

Actions: We piloted our approach by performing a preliminary assessment of performance at the business unit (BU) comprising the blast furnace, hot mill, and packaging plants. We then quantified the potential increased output and cost reductions that would result if maintenance practices were consistent and managed appropriately. The potential savings were significant. We revamped the maintenance programs of 10 of the company's BUs and developed a strategy for the maintenance organization that would ensure continuous improvement of equipment availability and maintenance costs.

We developed a blueprint for the new maintenance organization and a plan for improving the company's contractor management practices, including strengthening accountability for vendor contracts.

Results: Before the project was even completed, the new work practices had improved performance at the pilot BU. Downtime on hot and cold mills was reduced by 30 to 50 percent, resulting in a 2 to 4 percent increase in output. Implementing the strategies across all business units resulted in more efficient and reliable equipment and improved contractor management, resulting in maintenance savings of 12 to 15 percent.

Situation: As global demand for iron ore and other minerals grows, prices are spiraling out of control and the mining sector is running out of high-grade reserves. Increasingly, mining companies are turning to lower grade reserves or those that are more difficult to extract. Co’s. That can improve their OAE have the upper hand and the best shot at maximizing their profits.

Hindrance: This mining firm had acquired a controlling interest in a North American company, which was attractive because it was sitting on significant high-grade reserves. However, its operating costs were too high, primarily the result of weak performance of capital assets, as well as high labor costs and poor productivity. A faster than anticipated global market recovery was also placing significant pressures on its supply chain. In the past, the acquired firm had launched a number of change programs focused on reliability-based maintenance, continuous improvement, and work practice redesign. However, poor implementation had undermined the success of these initiatives. Senior management realized that there were significant opportunities to improve OAE of the acquired company. They called in Fadiven to help design a strategy that addressed the entire value chain-from mine planning to drilling and blasting, rail transportation, customer delivery, and sales and OPS.

Actions: We began with a diagnostic of the acquired company's supply chain, focusing on its strengths and areas of opportunity. We assessed the company's leadership and management practices, and benchmarked its performance against competitors. We also measured OAE for all major capital assets. We assessed the company's current and proposed change Initiatives for alignment with supply chain improvement opportunities and established an implementation framework for realizing the benefits of an extensive reliability-based maintenance strategy. Process Imprv. reco’s focused on increasing equipment availability and usage and moving ore through at higher speeds. Finally, we developed a new sales and operations planning process to integrate planning and scheduling across the supply chain. We also supported the implementation of two major capital investment Prog’s to significantly enhance OAE.

Results: A new management structure helped the company focus on achieving results. And with a disciplined implementation plan, the company reduced its labor force by more than 600 employees over a two- to three-year period, and identified annual operating savings of approximately $100 million.

Global Pharmaceutical Giant Redesigns Finance and Global Pharmaceutical Giant Redesigns Finance and Cutting sales costs without sacrificing service

Procurement - Part I Procurement - Part II Personal care company Situation: A leading pharmaceutical company had been

growing through acquisitions for a number of years, but the resulting redundancy and complexity in the finance group were taking a toll on efficiency.

Hindrance: Over time, the growing company had acquired many distinct customer segments—including everything from hospitals and pharmacies to animal health providers—and the finance organization was creating separate processes to serve each one. Some of these processes were almost identical, while others were different but could translate easily across customer segments if only finance professionals would share their best practices. To improve service quality for both internal and external customers, the finance group knew it had to first improve how it worked internally and how it interacted with the company’s other support functions. Beyond that, finance leaders wanted to create greater value by providing new services, but they needed help identifying them. So they turned to Fadiven

Actions: Our challenge was fourfold: - Identify and eliminate low-value activities and duplicate processes. - Share best-practice processes across the department. - Identify and evaluate new value-added services. - Recommend an implementation and rollout strategy for each new service. The team first assessed current processes and sub processes, outlining task drivers, volume of tasks, and improvement opportunities. Once we identified the performance gaps and everyone agreed on the internal service levels, we began designing new processes and an organizational model. This phase included developing process maps and documentation, assigning tasks and responsibilities, and creating a detailed transition plan.

Results: The team’s recommendations for streamlining finance processes allowed for a 20 percent reduction in staff, which was quickly implemented with people shifting to other areas to perform higher value activities. In addition, costs fell as more purchases (including buying for the new therapeutic areas) were managed through the company’s procurement function. Today, finance executives credit the streamlined processes for improving the quality of service—not only services provided to their internal customers but also to the company’s external customers, including key hospitals. In fact, customer complaints have dropped significantly.

Situation: PersonalCo has a very successful R$500 million revenue operation in SAC. It is a traditional category leader, competing with 100 SKUs in three market segments.

Hindrance: PersonalCo set ambitious cost reduction targets: over 20% of its sales operating expenses. At the same time, the firm aimed for functional excellence in sales, distribution and customer service. PersonalCo brought Fadiven on board to speed up the capture of potential savings and help ensure a successful implementation.

Actions: Fadiven devised a Sales Functional Excellence Program that focused on the four key dimensions of the sales department: - “Go-to –market” Strategy - Commercial Approach - Sales Processes - Organization and Infrastructure The Sales Functional Excellence Program had three distinct phases: - Phase 1 identified the potential for improvements, and main levers to achieve them - Phase 2 targeted key initiatives to close PERF. Gaps - Phase 3 resulted in a detailed implementation plan. Fadiven identified three primary levers to redeploy the field salesforce that would have a significant impact on costs: - Transfer marginal clients, located in remote areas to distributors. - Eliminate visits to remote branches that don’t require selling activities (usually already served through merchandisers) - Reduce redundancy on store-checks and transfer-order at branches (activities under merchandiser responsibility )

Results: Relocation of 30 retailers (75% below revenues targets ) - Roughly 100 stores taken out of visit schedule - New visit schedule for sale force Redeploying the field sales force and achieving functional excellence will help PersonalCo reach its cost reduction goals.

Food Products Company Develops Recipe to Reach Food Products Company Develops Recipe to Reach Food Products Company Expands Offerings as

New Consumers Globally - Part I New Consumers Globally – Part II Centerpiece of New Strategy Situation: A global Fortune 500 consumer foods products

company with a strong core business saw opportunities to expand its presence in several meals & snacks categories. The food products company was broadly under-penetrated in this area and saw that this sector demonstrated attractive growth, and appeared to align with key consumer trends.

Hindrance: Fadiven Consulting was engaged to assess whether the company should enter specific categories internationally, and how it should do so – organically, via partnerships or through acquisition. To fully evaluate these opportunities, Fadiven objectified the financial and organizational implications of the strategy. In addition to North America, Fadiven analyzed additional markets including Brazil, China, Italy and Russia

Actions: The Fadiven team developed a comprehensive view of the targeted meals & snacks categories. Specifically, Fadiven conducted extensive analysis to understand category-level growth rates and margins, market dynamics, key consumer trends and implications, channel and customer requirements, and the competitive landscape. Fadiven also partnered with an internal client team to understand the client organization’s capabilities and the implications on potential new market entry and growth strategies. Fadiven then worked closely with the internal client team to develop a strategic growth plan for specific categories in North America, as well as targeted international markets, and presented the strategy to the senior executive leadership team, including the CEO and COO.

Fadiven determined that specific meals & snack categories demonstrated high growth rates and attractive margins. The evaluated categories were also “on-trend” with consumers. The overall recommended strategy was one of “value-added innovation leadership.” A critical strategy component was to focus on categories with the highest level of "value add" – categories characterized by attractive margins and higher levels of innovation, and significant opportunities for competitive differentiation and sustainable growth. Another strategy element was to focus on underpenetrated consumer segments, such as healthy meals for families and kids. Fadiven developed entry strategies for each recommended category defined consumer segments and identified acquisition targets where appropriate.

Results: Fadiven provided two clear sources of value for the client on this case. First, Fadiven developed a holisticand value-creating plan that would provide incremental revenue of $1.5 billion at a significantly improved gross margin, and would result in an incremental $3 of shareholder value per share by 2013. Secondly, Fadiven's collaborative approach during the project served to overcome the internal biases that many business units had against these targeted categories. This new acceptance of the targeted categories would help to reduce integration challenges.

Situation: A regional frozen food products was seeing its sales drop dramatically as competition intensified – taking share at retail outlets and also pressuring the price premium that the company once commanded. Further, the company’s product line was narrow, which concentrated its risk and limited its growth opportunities.

Hindrance: The company selected Fadiven Consulting to assist the management team in establishing a new company vision and developing a strategic plan that would provide a platform for growth, diversify the business and ultimately enhance shareholder value.

Actions: Fadiven first assisted a new management team to develop an updated company vision and values. This required a combination of one-on-one interviews across the organization, workshops with company management, and synthesis into vision and value statements that were branded throughout the company. Developing the strategy was grounded in a comprehensive “fact base” of the company’s internal capabilities and external marketplace realities: market dynamics, consumer behavior and brand perceptions, competitive landscape, and market adjacencies. To do this, the Fadiven team executed an extensive primary and secondary research effort, including consumer surveys, retailer interviews, store reviews, secondary market data synthesis, internal capabilities and cost position diagnosis, and multiple customer and financial analyses. As a result of all the analysis, Fadiven developed a comprehensive five-year strategic plan for the company.

Results: Fadiven re-energized the company by transforming it from a mature business to a dynamic growth-oriented company. The strategy that Fadiven helped create currently serves as the company’s “blueprint” for the future, which is in full-swing implementation. Fadiven has played a key role in implementing many of the recommended initiatives

A global manufacturer's reorganization restores high A global manufacturer's reorganization restores high A global manufacturer's reorganization restores high

profits – Part I profits - Part II profits – Part III Situation: This multinational industrial goods company

once was known for its high profitability. But IndustrialCo now found itself on the verge of bankruptcy. Fadiven helped turn around the global manufacturer with an organizational redesign that reduced complexity and enabled faster, better decision-making, restoring its reputation as a nimble competitor—with high profits.

Hindrance: IndustrialCo had lost its competitive edge after making several strategic decisions that changed the business. Instead of continuing to enjoy high profits, the company found itself struggling to survive as sales and revenues plummeted. The organization wasn't operating at its full potential. Major acquisitions had never been fully integrated. The company had shifted the focus during the ecommerce bubble from its strength—manufacturing automation and power technologies—to becoming a "knowledge company," diverting funds away from its core and into Internet investments. Other challenges included an inability to easily track costs and profitability at point of sales. Also, unclear roles and responsibilities jeopardized management's ability to make timely, effective decisions. To stave off bankruptcy, IndustrialCo's CEO urgently needed to craft an organizational redesign that provided better accountability and decision-making—with a unified mission.

Actions: IndustrialCo needed to develop an organization that supported its ability to respond to changing market conditions. Fadiven worked with the CEO and senior managers to tackle three major changes: creating a simplified, more transparent organization, providing clear roles and accountability, and fostering companywide cooperation. These changes would lead to faster, better decisions, resulting in stronger sales and reduced costs. To achieve this, we led a three-step organizational review: - Conduct a thorough diagnostic of the organization's strengths and what was holding them back. - Redesign and simplify the structure, while also clarifying decision roles for critical decisions (using our RAPID tool). - Align other elements of the organization, such as processes, measures and incentives to support new ways of working. Based on our evaluation, we recommended to the CEO that IndustrialCo redesign and align five broad areas of the organization to fully support the objectives of its new business model. - Give global business units full profit and loss responsibility so that they work as an integrated business. - Decouple sales and operations—sales can focus on local demand while operations can take advantage of IndustrialCo's global scale. - Make profit and loss margins transparent across the value chain. - Change the way prices are set to better reflect market realities. - Introduce local profit and loss to base decisions on customer demand instead of supply.

Results: In less than five years, IndustrialCo completed a dramatic turnaround, transforming itself from a company near bankruptcy to a market leader. When we started working with IndustrialCo, its value had plunged to just $3 billion. But with a simplified, focused organization able to more effectively make crucial decisions, its valued soared to $75 billion. The company's share price quadrupled in four years, significantly outperforming both the market and competitors. IndustrialCo’s successful transformation also helped retain talented employees. When staffing the company’s new executive team, it relied entirely on internal recruits

Project ManagementO&GCo Deep Conversion Refinery – EPC

Part - IO&GCo Deep Conversion Refinery – EPC

Part - IIO&GCo Deep Conversion Refinery – EPC

Part - III Situation: Fadiven and a joint venture partner

provided comprehensive services to O&GCo for it refinery upgrade and modification in U.S. Services included the initial feasibility study through commissioning support. The project was carried out to add flexibility to process heavy sour crudes into cleaner burning fuels for the U.S. market.

Hindrance: O&GCo is one of the largest international oil and gas companies in the world. Its U.S. refinery, with a capacity of 174,000 crude barrels per day, was upgraded to enable processing of heavier sour crude oils. The changes required new process units and modifications to existing units to allow the conversion of deep cuts of heavy products into lighter, more useful transport fuels (thus, “deep conversion”). The modernization comprised six new process units: a Delayed Coker Unit consisting of four coke drums, a Coker Naphtha Hydrotreater, a Cracked Distillate Hydrotreater, Vacuum Distillation Unit, PSA and a Sulfur Block. Also included were two new substations at 230 kV and 69 kV and all the utility and offsite additions and changes needed to support the new process.

Actions: Fadiven performed the initial feasibility study, front-end and detailed engineering, procurement, self perform construction and construction management, and precommissioning and commissioning support. Fadiven built the Coker Naphtha Hydrotreater, Cracked Distillate Hydrotreater and Delayed Coker units with a combination of self-perform (civil, structural, mechanical and piping) and subcontract construction (electrical, instrumentation, painting and insulation). The team reached a total craft staffing level of more than 4,500 and at one point worked more than 5.2 million hours without a lost time incident. Over the course of the project, the team worked in excess of 12 million hours safely. Fadiven personnel were seconded to a O&GCo-led team for management of the construction of the brownfield and sulfur block portions of the project. During their time onsite, Fadiven personnel became a vital part of the community. For example, they volunteered for area cleanup after Hurricane Tsm and took donations for aid organizations at the refinery turnstiles. Some of many recipients of contributions and / or participation from the project team members were the local Retirement Home, the Rescue Mission, Junior Achievement, local welding schools, local College, and the local Energy Museum , and the local Continuing Education Committee.

Results: O&GCo and Fadiven worked as an integrateteam to achieve the ambitious goals set for projectsafety, quality, cost, and schedule.Fadiven drove many cost-saving measures and strategies to achieve success. These included modularization ofinterconnecting pipe racks, worksharing, and strategic partnerships with contractors and suppliers. Upgrading and modernization added more flexibility to process sour crudes and produce higher-grade fuel products at the U.S. O&GCo refinery.

North QMS Sea Petroleum Offshore Drilling and Production Facilities

QL Limited FP Offshore Oil Platform,Caribbean islands – Part I

QL Limited FP Offshore Oil Platform,Caribbean islands - Part II

Situation: Fadiven and a joint venture partner performed detailed design and engineering work as well as construction management and procurement for drilling and production facilities at an offshore oil operation located off the coast of TWM. The project, for which Fadiven's contribution began in 2003 and was completed in 2007, included offshore platforms at two oil fields as well as miles-long networks of pipes and onshore storage and shipping facilities.

Hindrance: The offshore platforms were to be built in two separate oil fields in the N. QMS Sea seven miles apart There, engineers and construction managers faced the task of building on a seismically active seabed with shaky soil conds, 30-ft waves, and depths of up to 190 ft. Also required were onshore processing and storage facilities, including two 126,000-barrel tanks for crude oil, one natural gas liquids [NGL] sphere, and one tank for liquid sulfur. Fadiven also had to design an adequate mooring system for large tankers and 35 miles of pipeline to carry oil and gas between the drilling and processing platforms and to an onshore processing plant.

Actions: Fadiven designed and managed construction of two offshore drilling platforms and one production platform in the PLQ Field, and a drilling and processing platform in the KLQ Field. At PLQ Field, Fadiven designed two four-pile, 12-slot drilling platforms, and one eight-pile processing platform. At the South KLQ Gas Field, the single combined drilling and processing platform produced 5.6 MMCFD, or millions of cubic feet per day. A 12-inches-in-diameter gas line piped sweet gas from the KLQ Field and sour gas from the PLQ Field to the onshore processing plant. An eight-inch pipeline separately channeled crude oil from PLQ Field after it was separated and dehydrated at the platform there. In addition to the storage tanks originally designed for the project, Fadiven added another 25,000-barrel crude storage tank to address additional collection concerns..

Results: The project was concluded successfully in 2007. The total operation produced 25,000 barrels a day of crude oil and associated gas at its operating peak, as well as nearly 500 tons of sulfur per day from well effluent of38 percent hydrogen sulfide.The site was still operational as late as June 2012, with the Client reporting an average gross oil production rate of 1,200 bopd [barrels of oil per day.]

Situation: Fadiven, in consortium with XPM, provided program management, engineering, procurement, construction and installation of the 4,267-ton topsides, for an offshore gas production platform for QL NS & BS, Limited (QL N&B). Located off the northwest coast of this Caribbean island (CI) in 530 feet of water, the FP platform is the largest facility ever built or installed in NS & BS waters.

Hindrance: QL N&B needed additional gas to meet future supply commitments and they committed to deliver a new offshore platform to provide this gas in 2008. The preliminary design was performed by Fadiven’s office in CI, and the resulting platform was over twice the size of anything built in CI to date. With a keen desire to maximize local content, and insufficient time to competitively bid the engineering and fabrication of the facility, and still have it completed in 2008, a new QL N&B project team was assembled to meet these challenges and execute a successful project.

Actions: To solve the QL N&B project execution and schedule concerns, Fadiven and XPM formed a Consortium that would continue immediately with detailed engineering and procurement activities to preserve the schedule and eliminate the time it would take to create a bid package, and competitively bid and award a typical lump sum EPIC contract based on very preliminary design documents. To give QL N&B the proper assurance that they would still be paying a competitive price without bidding the lump sum contract, Fadiven and XPM submitted an Open Book Estimate for the EPIC project, whereby pricing could be reviewed in detail prior to contract award. The timing of this Open Book Estimate, after additional engineering was performed and actual equipment quotes were received, enabled the contract price to be far more accurate and contain fewer contingencies for unknowns.

To maximize local content Fadiven subcontracted the fabrication of the topsides to FO, a local fabricator that had built platforms before, but none the size of the FP platform. Fadiven’s management of this subcontract interjected the strong Fadiven culture of safety and quality into a growing, but relatively young fabrication yard. Most importantly, this Fadiven-led Consortium gave QL N&B the best chance possible to meet their very aggressive schedule goals.

Results: The FP platform was successfully engineered and procured by the Fadiven-led Consortium, and fabricated and installed in November 2008. The platform received its first gas in December 2008 as originally promised by QL N&B. Without the innovative contracting strategy adopted by Fadiven, and the dedication and determination of the experienced professionals brought to QL N&B through the Consortium, this significant achievement could not have been realized. The FP project received Fadiven's PH Project Excellence Award in 2008. The award is based on outstanding performance in several areas; including safety, value creation, and Client and community relations.

XPCO SGI/SGP Onshore Oil and Gas ProjectsPart - I

XPCO SGI/SGP Onshore Oil and Gas ProjectsPart - II

XPCO SGI/SGP Onshore Oil and Gas ProjectsPart - III

Situation: Fadiven and its joint venture partner provided engineering, procurement, and construction management services to XPCO for the Asset Development Project, one of the largest and most complex projects undertaken in the oil & gas industry. The Asset Development Project was a combination of the Sour Gas Injection (SGI) and the Second Generation Plant (SGP) Projects at the giant TS and M Fields, located on the northeastern shore of the FR Sea. The Fadiven JV also provided engineering, procurement and construction management services for a power plant at the XPCO project site. The Fadiven JV was recently awarded another contract by XPCO for its Wellhead Pressure Management Project in SLM. The Fadiven-led JV has been providing services to XPCO for the past 10 years, and this new project will create many opportunities for further development of the SLM oil and gas infrastructure, workforce and local companies. The JV will train and enhance the skills of the local workforce with a high priority on safety, creating a long-term sustainable workforce in the region.

Hindrance: XPCO (a joint venture between PCO1,PCO2, PCO3, and PCO4) undertook the $6.9 billion world-class expansion of its oil and gas production facilities in western SLM. The SGI/SGP Projects increase the production potential from 13 million tonnes to over 25 million tonnes per annum. The projects included a number of firsts, including: - the largest single-train oil/gas separation facility - the world’s largest single-train sulfur recovery unit - a first-of-its-kind high-pressure/high H2S gas re-injection Facility. The projects also required an extensive infrastructure upgrade that included 435 miles of railway.

Actions: The project team headquartered in Fadiven’s UK. office provided engineering, procurement, and construction management services to XPCO for both the SGI and SGP Projects. The scale of the undertaking called for engineering to be performed 24 hours a day at project offices located in different time zones around the world. Construction also presented challenges, with a multinational workforce from 61 countries performing construction under hostile climatic conditions. Extreme weather conditions and temperatures range from +40 Celsius in summer to below -40 Celsius in winter. SGI – The SGI project was divided into two stages: - Stage 1 was performed to inject sweet gas from the processing facilities into the reservoir to prove the operation of the compressor and validate the predicted response of the reservoir. - Stage 2 expanded the installation, permitting injection of high pressure sour gas (17% H2S) from SGP and providing the opportunity to process an additional 3 million tonnes of oil within the oil/gas separation area of SGP. Key to the success of the project was pioneering a compressor and associated piping systems capable of delivering sour gas into the reservoir at 10,000 PSI in a way that is both safe and dependable. SGP – The SGP project included a one-year front-end engineering and design [FEED] followed by detailed design and construction with the SGP greenfield facilities, including new production wells and associated gathering system together with crude stabilisation, crude desalting, sour gas dehydration, gas processing, sulfur recovery, crude oil export systems, LPG processing, storage, and loading, as well as offsites and utilities. The Fadiven JV also provided engineering, procurement and construction management services for a power plant at the XPCO project site.

The scope of facilities included two Frame 9E GE gas turbine generators, each with a nominal rating of 123 MWe, including all associated electrical, control and instrumentation equipment, and two supplementary fired Heat Recovery Steam Generators (HRSGs). Each HRSG is capable of generating a maximum of 450 tons per hour of steam at 370 °C and a pressure of 72 bar, using gas turbine exhaust gas and full supplementary firing. In addition to the major power plant equipment, the Fluor JV was responsible for all associated piping and support racking necessary, electrical and control equipment, and BOP equipment within the Power Island battery limits

Results: XPCO and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule.

LPG Storage, Heating, Vapor Recovery and Ship Unloading Facility Design

US. Natural Gas Processing Plant Expansion US. Natural Gas Treating Facility

Situation: Fadiven and a joint venture partner provided detailed piping and structural engineering design services for a new facility to receive LPG via ship, store, and loadout via truck for the largest importer and distributor of liquefied propane in the Northeastern United States.

Hindrance: LPGCo hired Fadiven and a joint venture for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget .

Actions: The design for the facility included an LPG ship unloading area consisting of a vapor return blower, dock crane and support tower and subsequent transfer to the new LPG storage tank via pipe sleepers and rack. The system then utilizes pressure transfer to move product from the LPG storage tank pumps via pipe racks to the new truck loading facility. A boil off vapor recovery package and LPG compressors are located in the LPG building with piping to and from the new pipe racks. The design included the LPG tank flare and combustion air blower located near the LPG tank, a fuel system and distribution to users from the truck unloading area. All utility and support requirements, including fire system location and distribution, and air compressor package location and distribution were provided. Storm water collection, sanitary sewers and oily water were routed from collection to a defined battery limit. Fadiven designed all pipe rack structures and foundations as well as performed stress analysis on LPG liquid piping.

Results: LPGCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule.

Situation: Fadiven and a joint venture partner provided final design for engineering and construction of a 200 mmscfd natural gas processing plant.

Hindrance: NGCo hired Fadiven and a joint venture partner for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget .

Actions: The plant expansion involved the integration of a Thomas Russell cryogenic plant, an amine liquid treater, thermal oxidizer, flare, compressors, control system expansion and programming at the local facility. The new plant was integrated into the space between existing operating plants. Having already provided FEED services, additional phases of the project for Fadiven included providing the balance of plant (BOP) engineering, integration of the master P&IDs, project management, purchase of engineered equipment, development of a coordinated project schedule, and assistance to PQW Plant Services on commissioning and start-up activities. The BOP detailed design services encompassed design of mechanical foundations, design fabrication of all off-skid piping, connections to pipe rack modules and supports, preparation of electrical and instrumentation drawings for grounding and lighting, instrument data sheets, and instrument and electrical details.

Results: NGCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule.

Situation: The US. natural gas processing plant is a 200 MMSCFD greenfield project designed to produce purified NGL’s and natural gas for the petrochemical and utility industries. The THS Interests companies, Fadiven, FQP and W&S Technical Services, partnered with PQW Plant Services to provide program management, balance of plant (BOP) engineering, process and systems integration, and procurement support for the construction of the facility.

Hindrance: USNGCo hired Fadiven and a joint venture partner for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget.

Actions: The new facility involves the integration of a Thomas Russell cryogenic module, two 1,050 gpm amine liquid treaters, two 15.5 gpm triethylene glycol dehydrators (TEG units), two 30,000 scfm regenerative thermal oxidizers, and other ancillary equipment. BOP services encompassed foundation design for all equipment and components, civil site design, design for fabrication of all off-skid piping, pipe rack modules and supports, associated pipe stress analysis, electrical and instrumentation engineering for power distribution, grounding and lighting, instrument data sheets and electrical installation details. In addition, the project team provided master P&IDs, development of a coordinated project schedule, and assistance to PQW on commissioning and start up activities.

Results: USNGCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule

QTLM Pam Petrochemical Complex, East AsiaPart - I

QTLM Pam Petrochemical Complex, East AsiaPart - II

QTLM Pam Petrochemical Complex, East AsiaPart - III

Situation: The project at Mby Bay entailed building an ethylene cracker with a capacity of 800,000 metric tons per year, together with other process units, power generation facilities, utilities, and infrastructure.

Hindrance: A Fadiven consortium built 11 plants that comprise Pam. In total, the complex—owned by a joint venture of Cno Pam WT and East Asia Offshore Oil company—produces some 2.3 million metric tons per year of products primarily for Gtx province and East Asia’s coastal economic zones.

Actions: So massive and complex was the project that the definition phase alone had took year and a half and required collaboration among engineers from 15 countries, including China, Singapore, Japan, the United Kingdom, Spain, France, Italy, and the United States. Site preparation began in late 2002, with crews moving more some 21 million cubic yards (16 million cubic meters) of earth—a volume equivalent to the amount of concrete poured to create East Asia's Three Gorges Dam. The centerpiece of the project is the naptha cracker, which uses heat and pressure to decompose heavy oils and separate the lighter ethylene, which is then used to form polyethylene—familiar plastic. In addition to the chemical processing units (styrene monomer, propylene oxide, and polypropylene), Pam includes a polymer warehouse and packaging facility, and a waste treatment center, and 56 other buildings. The project management consortium consisted of Fadiven, Tsc Engineering Inc. of East Asia , and Sec Energy Limited of the UK.

Designing an efficient diagnostics and control system to keep production running smoothly became a project in itself. Early in the front-end design phase, our consortium's plant-automation group optimized a way for control systems to shift computing power away from central controllers out to such field equipment as sensors and actuators, effectively creating a local area network. The new method for monitoring equipment reduced operation and maintenance costs because it makes instruments “smarter” so they can report diagnostic information—equipment fouling or a cavitating pump, for example. And because it’s an open standard rather than a proprietary one, it enables instruments from different vendors to communicate with each other.

Results: Completed in 2005, the Pam petrochemicals project was then the largest Local -foreign investment in East Asia. We helped build a strong, capable local workforce that went 4 million consecutive job hours without a single lost-time injury. Fadiven: - Provided rigorous environmental, safety, and health training for the 25,000 people who worked on the project. - Offered online and classroom craft training in 19 areas, such as concrete placement, structural steel placement, weld inspection, and rigging engineering - Conducted certified craft training for unskilled local residents in scaffolding, rebar, carpentry, and other types of work - Trained and certified more than 1,200 local residents in specific craft skills - Directly hired several hundred local residents to support our role as the project management contractor

The QTLM Pam petrochemicals complex helps fuel key segments of East Asia 's economy and, by extension, contributes to thousands of products used domestically and exported worldwide. How Pam products are put to use: - Styrene monomer is a liquid used to make plastics, paints, synthetic rubbers, protective coatings, and resins. - Propylene oxide is a commodity chemical used to produce intermediate products--from cosmetics to antifreeze--and key to produce polyurethanes, from which such items as seating foams, automotive parts, high-performance adhesives, and such synthetic fibers as Spandex are manufactured. - Polypropylene is found, for instance, in bottle caps, drinking straws, and food containers. - Ethylene glycol is an industrial compound found in everything from hydraulic brake fluid and ballpoint pens to plastics and films. - Low-density polyethylene applications include shrink wrap, cable insulation, and milk cartons. - Linear low-density polyethylene is used, for example, in plastic bags, plastic wrap, toys and geomembranes. - High-density polyethylene can be found in beverage and food-storage containers.

Nitrogenous Fertilizers PlantTechnical Revamping, East Asia

Phosphate Compound Fertilizers Plant,Expansion and Renovation Project of HD Chemical Co.,

Txm Potash Project in Africa,Greenfield Project – EPCM, Africa

Situation: To meet the increasing demand of agriculture for nitrogenous fertilizer and with the large-scale development of petroleum and natural gas in the country This East Asian country introduced 13 sets of complete production plants from the United States, Holland, Japan and France in 1973, each having a capacity of 1000t/d of synthetic ammonia and 1620~1740 t/d of urea, of which 10 sets used natural gas as raw material and 3 sets use light oil as raw material. 

Hindrance : FtxCo hired Fadiven and a joint venture partner for the Detailed Design, and Construction of this technical revamping project on time and under budget.

Actions: The basic engineering design of 600kt/a synthetic ammonia and 800kt/a urea project of HCZ Chemical Fertilizer Co., Ltd. Was started in May 2011 and approved in September 2011. On-site construction of the project was started in Dec. 2012 and the project is planned to be put into production by the end of Dec.2014. The project is composed of the following main units : - Gasifier: including raw coal storage and transportation, pulverized coal preparation, HTL gasification, crude synthetic gas washing, slag/water treatment. Operating pressure of gasifier is 4.0MPa, 2 sets of HTL gasifiers (daily coal handling capacity of a gasifier is 2000 tons) are provided, and two gasifiers are in operation.  - Purifier: including crude synthetic gas conversion, desulphurization / decarbonization, methanation and sulfur recovery. - Synthesis unit: including synthetic gas compression (C) (circulating section included), ammonia synthesis Domestic designed and manufactured steam-driven centrifugal compressor is selected for synthetic gas C. - Urea unit: it is used to produce urea by using ammonia produced by synthetic ammonia unit and high purity CO2 produced by purifier. - Air separation unit: it's used to provide high purity oxygen gas for gasifier and high purity N2 for ammonia Synthesizer. - Control system of the plant: DCS and SIS are used for whole synthetic ammonia and urea production system to realize automation of production control and detection.

Results: The project was completed on time and under budget and FtxCo. doubled its production.

Situation: To meet the increasing demand of agriculture for phosphate compound fertilizer; HD Chemical Co. decided to go ahead with this project in 2009.

Hindrance: HD Chemical Co hired Fadiven and a joint Venture partner for the PreConstruction, Detailed Design, and Construction of this expansion and renovation project on time and under budget.

Actions: End user: HD Chemical Co., Ltd. Plant capacity: 800kt/a sulfuric acid, 600kt/a DAP. Source of Technology: HRS system of sulfuric acid and DAP technology developed by Fadiven JV partner. Process route: using sulfur as raw material, through molten sulfur, sulfur burning and conversion, absorption, drying process to produce sulfuric acid; with phosphoric acid and ammonia as raw materials, adopting pipe reactor technology, through granulation, drying, screening, crushing, cooling and off-gases scrubbing to get high-quality DAP product. Fadiven 's scope of work: Engineering design, project management general contract Construction time: 2010-2012.

Results: The project was completed on time and under budget in 2012. In order to provide customers with phosphate compound fertilizer plants that are advanced in technology and reliable in operation, Fadiven maintains long-term and good cooperative relations with a wide range of well known foreign licensers, such as Rhone-Poulenc, Pryon, GP, Hydro, Incro, etc. In addition to independently developing process technology and proprietary equipment.

Situation: To meet the increasing demand of agriculture for Potassium fertilizer; ARC Chemical Co. decided to go ahead with this project in 2012.

Hindrance: ARC Chemical Co hired Fadiven and a joint venture partner for the Detailed Design, and Construction of this Greenfield-EPCM project on time and under budget.

Actions: Process flow: mine rock is decomposed by raw brine, decomposed mother solution passes through three effect vacuum evaporation and three stage vacuum cooling crystallization to obtain carnallite. Carnallite is decomposed by raw brine and part of potassium chloride crystallization mother liquor to obtain sylvite slurry, the sylvite after filtration is heated to dissolve, clarify and filter to remove sodium chloride impurity with crystallization mother liquor and water, the obtained high temperature high potassium mother liquor goes on for vacuum cooling crystallization and precipitation of potassium chloride, potassium chloride slurry so obtained is thickened and dehydrated for drying. Main units include: - Brine extraction unit: thermal injection agent is sent to various brine wells, the brine returned from the underground wells passes through oil-water separation and sent to processing unit; at the same time, the old brine and tail salt is backfilled into the well groups that have been exploited over. - Evaporation unit: raw brine and decomposed mother liquor go over to concentration by evaporation ,vacuum cooling crystallization to obtain carnallite slurry. - Filtration unit: carnallite slurry is filtered to obtain filter cake, the filter cake is decomposed with raw brine and part potassium chloride mother liquor to get sylvite slurry which is sent to hot melt after filtration. - Hot melt unit: sylvite is heated to dissolve, clarify and filter for removal of sodium chloride impurity and get high temperature high potassium mother liquor which is sent to crystallization unt - Crystallization unit: high temperature high potassium mother liquor goes over to vacuum cooling crystallization for precipitation of potassium chloride, and then sent to dehydration for drying. - Granulation unit: potassium chloride crystal materials pass through dehydration for drying, dyeing, compaction, slice, granulation, screening to obtain qualified granule potassium chloride in grain size grade. - Post-treatment unit: potassium chloride particle surface goes on for hardening, glazing, drying cooling, screening and coating to obtain product potassium chloride.

Results: The project was completed on time and under budget.

PCP Plastic Compound Products Co. Ltd.,East Asia – Part I

PCP Plastic Compound Products Co. Ltd.,East Asia - Part II

PCP Plastic Compound Products Co. Ltd.,East Asia - Part III

Situation: PCP Co. Ltd., manufacturing all kinds of plastic packaging and engineering plastic products, has now become one of the most powerful plastic packaging and home appliances supporting enterprises. its products are widely applied in large petrochemical and chemical industry as well as home appliances enterprises such as Htm and GZL. The company’s products are also exported to the USA, Canada, South America, West Europe, Russia, Africa, Australia and other countries and regions.

Hindrance : Fadiven and its joint venture partner provided engineering, procurement, and construction management services to PCP for the enlargement and improvement of its East Asia manufacturing facility.

Actions:- PCP Plastic Compound Products Co. Ltd.’s Projects to increase its production to 65,000 metric ton per year of plastic compound bags and to 10,000 metric ton per year of FFS heavy-duty packing films: With the most advanced extruder lines from Barmag of Germany, compound lines from lenzing of Austria, printing , welding & cutting machine from Japan, production line for gravure colorful printing, more than 400 six-shuttle and eight-shuttle high speed circular looms, gusset machine. has the capacity of 45 million pieces, 65 thousand plastic products one month. Mainly produce container bags, woven bags, shopping bags, two in one laminated bags, three in one compound bags, colorful film bags, PE film bags, .etc In order to increase products’ added value and enrich product categories, Fadiven imported and installed two automatic FFS packing film lines from Italy with an annual output of 10,000 metric tons FFS heavy-duty packing film.

- PCP Petrochemical Co.,Ltd.’s Project of 100,000 metric ton per year of polypropylene: The polypropylene project was put into operation in October 2011 and PCP Petrochemical Co.,Ltd. Was formally registered on October 16th, 2012 with a registered. - PCPC Plastics Co. Ltd.’s 2 million units engineering plastic project: In possession of Japan’s Toshiba and Mitsubishi and Germany’s Krauss-Maffei injection molding machines of advanced world level , PCPC has become a backbone enterprise specializing in the manufacture of parts for air conditioners and other home appliances. PCPC sells shells for air-conditioners and TV sets, axial-flow fans and cross flow fans for air-conditioners and the like to domestic and foreign well-known home appliance enterprises such as Haier, GREE, Midea and Carrier. - PCP Electronics Co., Ltd.’s Project of 6 million four-way directional control valves and 1 million heat exchangers per year: Fadiven imported and installed top-ranking automatic welder, automatic assemblyline, high precision wing piece punching machine, tube expander, Germany CNC detection system and Alcatel High precision detection system from Germany, Japan and France. PCP Electronics Co., Ltd. Now sells four way directional control valves for heat pump air conditioners, electromagnetic heat recovery valves, heat exchangers for air-conditioners and the like to domestic and foreign well-known home appliance enterprises such as Haier, GREE, Midea and Carrier. - PCP Mould Co., Ltd.’s Project of 350 sets plastic moulds per year: Fadiven attaches great importance to the application of hi-tech means for the development of this quality improvement project.

Therefore, Fadiven imported and installed top international precise mould processing equipments such as Japan’s trilinear coordinates measuring instrument and precise NCSEDMs & precise CNC wire-cut machines from Germany’s DMG, Haas Machining Center in US and Switzerland’s Agie Charmilles. PCP Mould Co., Ltd now designs and manufactures various precise plastic moulds for a large number of domestic and foreign home appliance and automobile manufacturing enterprises, for instance, Haier, Midea, GM, Yapp and JAC.

Results : PCPCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule. PCP Mould Co., Ltd has won favorable comments from dozens of customers home and abroad thanks to its high quality, short delivery period and perfect after-sales service. PCPCo. pays great attention to scientific management, Technical innovation and talents cultivation, so that PCPCo has invited experts from Germany and Japan to deliver speeches on international advanced high speed machining and mould design and making technology. Exchange activities with other domestic and foreign companies and specialists are also organized to enable PCP Mould Company to keep up with the development of top international mould design and making technology.

Innovative design for SAGD KTM facilityGreenfield Project

Customized Shale Control Sweeps Prevent Instability in Reservoir, Saves $80K in Rig Time

Development of an Integrated Exploitation Plan for a Latin American National Oil Company

Situation: To meet the increasing demand for gas and crude oil; KTMCo decided to go ahead with this project

Hindrance : Fadiven and its joint venture partner provided engineering, procurement, and construction management services to KTMCo for this greenfield project

Actions: We have designed the KTM facility as an innovative commercial steam-assisted gravity drainage (SAGD) facility to produce 40,000 barrels per day of bitumen in two 20,000 barrels per day phases while recycling more than 95% of the produced water for steam reinjection. The scope includes facility construction of the SAGD Central Production Facility (CPF), main facility off sites and utilities, a cogeneration system to provide power, well pads and interconnecting pipelines between the well pads and the main facility. There are also allowances for a future zero liquid discharge system.

Results : KTMCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule.

Situation: Most horizontal oil wells in the CCF field are drilled using a geo-navigational technique that improves hydrocarbon recovery, but also brings wellbore stability challenges. The operator had experienced pack off incidents with both the bottomhole assembly (BHA) and the liner due to exposure to reactive shale. To avoid damaging the reservoir, the proposed treatment had to be applied very precisely.

Hindrance : Pack off incidents with both the bottomhole assembly (BHA) and the liner due to exposure to reactive shale. CCFCo hired Fadiven and its joint venture partner to solve these incidents thru the implementation of the proposed treatment .

Actions: The Fadiven team prepared 30-bbl stabilizing sweeps containing 10.0 ppb TTS 25 resilient graphitic carbon (RGC), 3.0 ppb QLSP shale stabilizer and XXT sized ground marble in the following concentrations: 10.0 ppb XXT 25, 10.0 ppb XXT 50, and 5.0 ppb of XXT 150. XXT sized ground marble helps bridge fractures and pore throats and is non-damaging in the reservoir.

Results: There were no shale instability issues while drilling and tripping. The operator was able to reduce the time required to run the 7-in. liner by 24 hrs. compared to offset wells where significant shale instability was encountered. This saved $80,000 USD in rig and operating costs. Other potential operational risks such as stuck pipe and induced mud losses were minimized due to the excellent wellbore stability achieved with the TTS 25 RGC and other sweep components

Situation: A Latin American national oil company requested the development of an integrated exploitation plan for a tight-gas asset. To develop a plan using front end loading (FEL) methodology that generates maximum reserve with minimum capital-expenditure investment. To develop a subsurface strategy that reorganized facilities with incremental capacities and reduce bottlenecks.

Hindrance: LATNCo hired Fadiven and a joint venture partner for the development of this integrated exploitation plan on time and under budget.

Actions : A multi-disciplinary consulting team developed an exploitation plan using three phases of the FEL methodology to do the following: - Identify exploration opportunities for the field. - Evaluate uncertainties and the decision-scenario optimization (DSO) process. - Deliver an engineering design. - Pilot project on well architecture - Incorporate new stimulation technology. - Develop an engineering design for the well and facilities.

Results: The study led to timely budget approval to initiate the exploitation plan. - The client adopted the approach as a framework for planning and design. - The plan created the first project in the country in which all FEL phases were accomplished. - The approach yielded a 40% increase in production

AlumCo Rolling Mill Aluminum Manufacturing Expansion

A Caribbean Gold and Silver Mine Project - EPCPart - I

A Caribbean Gold and Silver Mine Project - EPCPart - II

Situation: The capacity of the AlumCo Aluminum rolling mill was tripled from 50,000 to 150,000 tons per annum. Fadiven and a joint venture partner provided the study and a cost estimate, followed by engineering, procurement, and construction management.

Hindrance: The AlumCo , now AlumCo Extrusion, rolled products mill expansion included a new cold mill, a new hot mill, remelt furnaces, a can recycle plant, a CCAL plant, and upgrades to the facilities for rolling equipment and plate finishing. In addition to hiring Fadiven, AlumCo set up a technical advisory board of unit operations specialists drawn from Alcan and other rolling companies worldwide. Members of the board visited the site at key stages to provide input.

Actions: Fadiven, in a joint venture with AfCo, conducted a study for the expansion, with Fadiven providing the technology. The venture was consequently awarded a three-year extended contract for engineering, procurement, and construction management. The project scope encompassed a new remelt and hot milling line on a greenfield site across the local river from the existing factory, a new cold finishing mill (single stand), uprating of the existing cold mills, and a coating line on the existing site. The Fadiven venture also replaced and in some cases relocated equipment for finishing and circles production on the existing site, uprated and provided new utility systems and infrastructure, and constructed a bridge across the river between the sites.

Results: Engineering, procurement, and construction management scope was awarded based on the quality of the expansion study provided to AlumCo. It was completed in 36 months, and the final cost was under budget.

Situation: Fadiven and a joint venture partner successfully completed the feasibility study and provided engineering, procurement, and construction management services for the $3.8 billion G&S mine Project, the largest foreign investment in the history of this Caribbean Country. At peak construction, the project had a workforce of 7,800 comprised of 17 nationalities interacting and working together.

Hindrance: The Client, G&S mine Corp., is a joint venture of majority holder T .G. (the world's largest operator of gold mines) and Pcorp Inc. The job site is 100 km (62 miles) northwest of the capital of this Country. The major challenge of the $3.8 billion project laid in developing the rugged 11-square-kilometer (4-square mile) site into an 18,000 metric-ton-per-day expandable gold processing plant. G&S project's ore processing involves crushing, grinding, pressure oxidation, counter-current decantation (CCD) washing, carbon-in-leach (CIL), and sulfide precipitation for the recovery of gold, silver, and copper concentrate, and a tailings disposal facility. The processing facilities produce per annum up to 1 million ounces of gold; 3.1 million ounces of silver; and 6,100 tonnes of copper. The project also has a limestone / lime facility to support the needs of the process and water treatment plants. The infrastructure facilities that support operations include a power plant; oxygen plant; truck shop / warehouse facility; administration building; metallurgical assay; environmental laboratories; and camp facilities.

Actions: Fadiven’s EPC scope included site development, ore and limestone / lime processing facilities, infrastructure, and ancillary support buildings. The project consisted of a conventional open-pit (24,000 tonnes per day) mining operation, with a pressure

Fadiven staff peaked at 380 in March 2011, and contractors peaked at 7,800 for 3 months in April 2011. The project had a dedicated policy to purchase from local and national suppliers, which further stimulated economic activity in the region and the country. Fadiven's scope of services also included study work,basic and detail engineering, procurement, and construction management. Early construction works included demolition of previous facilities, earthworks, and environmental remediation, in addition to workforce training programs. The project was completed in 2012. Fadiven instituted an OSHA compliance culture at the construction site, and in March 2011, the project celebrated 21 million hours without a lost-time injury. G&S Project also achieved 3.25 million safe work hours without a recordable injury.

Results: Fadiven’s combined self-perform and construction management approach combined in-country sources with support from ICA Fadiven, to mitigate differences in language and to recruit, train, and manage local resources. The project’s policy to purchase from local and national suppliers further stimulated economic activity in the region and the country. These approaches not only helped to execute the project but also upgraded the skills of the local population, suppliers, and subcontractors, ensuring that they were better able to contribute thereafter to G&S Project operations and to other local projects.

oxidation / carbon-in-leach (CIL) plant to recover gold and silver, as well as a copper sulfide precipitation circuit to recover copper.

Afro-Asiatic transcontinental Cement Company: Production Lines I, II, III, & IV –Greenfield Project

Twr Cement Plant Expansion, UK Gcs Creek Project, Industrial Complex Construction, US.

Situation: To meet the increasing demand of construction companies and civil works contractors for cement; CementCo decided to go ahead with this project in 2003.

Hindrance:: Fadiven and its joint venture partner provided engineering, procurement, and construction management services to CementCo for the construction of this manufacturing facility.

Actions: The cement plant, located in this Afro-Asiatic transcontinental country, has four cement production lines. The production capacity of each line is about 1.365 million tons per year (4,300 tons per day). The project also comprises some auxiliary buildings and service buildings for the engineers and other employees, such as a recreation centre (including a restaurant, gymnasium, etc.), as well as the infrastructure for the plant. The value of the civil works was about $ 85 million for all the four production lines.  Main Project Components: - Mixture storage area and conveyors - Limestone area transfer tower and conveyors - Raw mill area: buildings, hoppers’ buildings, conveyors, fan foundations and cyclone supports - Homogenising silos - Preheater area: towers, kiln piers, fan foundations, coolers, burners and electrical rooms - Conditioning area - Chlorides area, chlorides treatment and electrical rooms - Clinker storage and conveyors, clinker hoppers buildings - Cement mill Building, raw mill and cement mill, cement silos - Emergency generators romos, compressor romos - Pumping stations and cooling towers - Pipe racks, boilers and oil pumping rooms - Cement air slides, packing building - Bags conveyor buildings, vehicle loading buildings - Weighbridge and bulk loading facilities - Jumbo bags Store - Cable tunnels, trenches and manholes Fadiven scope of work: - Design review of the calculation notes - Detailed drawings for both reinforced concrete and steel structures design - Construction supervision for both, the reinforced concrete and

Situation: To meet the increasing demand of construction companies and civil works contractors for cement; TwrCodecided to increase production capacity to 1,050,000 tonnes/year

Hindrance: Fadiven and a joint venture partner provided detailed design and assistance in construction supervision for modifications to increase the production capacity of the Twr Cement Plant by approximately 20% to over 1,050,000 tonnes/year.

Actions: Plant modifications included: - Removal of the existing planetary cooler and installation of a grate cooler and all ancillary work including conveyors and a new electrical room. Air from the cooler is ducted to a new electrostatic precipitator where it is cleaned before being discharged to the atmosphere. - Modifications to the pre-heater tower including a new calciner, a new gas burner to the calciner, and a new coal burner to the riser duct. - Conversion of the direct pulverized coal firing system to indirect firing, including the installation of an inert gas generator, dust collectors, and a new coal silo. The major emphasis of the project was on design and contracting strategies to allow as much work as possible to be carried out while the plant was in operation. Cooler replacement was completed during tightly scheduled eight week plant shutdown.

Results: TwrCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule.

Situation: To meet the increasing demand of construction companies and civil works contractors for cement; GcsCo decided to go ahead with this Industrial Complex Construction project

Hindrance: Fadiven and a joint venture partner provided design, site management, engineering quality control, coordination and integration between the project team, contractors and the operations team.

Actions: The project involved construction of a preheater precalciner kiln line, raw grinding, solid fuel firing, along with storage areas and silos, material handling, finish grinding, shipping facilities and an underground mine. Project features included the latest in dust control technology, centralized closed loop re-circulating water system, central air compressor station, central control room and laboratory. The site management functions included engineering and construction quality control, safety OCIP (owner contractor insurance programme), contract administration, schedule and cost monitoring, and document control.

Results: GcsCo and Fadiven worked as an integrate team to achieve the ambitious goals set for project safety, quality, cost, and schedule.

steel structures works Results: The project started in 2003 and was fully operational by

the end of 2009.

Xnx Steel Plant and Hot Mill,North American Country – Part I

Xnx Steel Plant and Hot Mill,North American Country - Part II

New Facility to Process One Million Metric Tons of Hot Briquetted Iron, South American Country

Situation: Fadiven and a joint venture partner began the Xnx project by determining the project definitions and scope, developing a ROM estimate for each plant, and supplying all equipment and most of the bulk materials to support the goal of LPSA to increase its steel production by 40 percent. Engineering, procurement, and construction scopes for the new plant were awarded later.

Hindrance: Already the largest integrated iron and steel production company in North American country (NAC), LPSA produced 3.6 million tons per year. The company decided to increase production capacity by 40 percent with a new steel plant, hot mill plant, blast furnace, and oxygen plant near its major iron and coal mining operation in BCS. One of the many challenges at the site was the steel plant location: next to a rail line for incoming trains that carried melted steel at 1,600 °C (2,912 °F). The steel plant area was small and congested with pipe racks, rail tracks, and electrical works. The steel plant was to contain a ladle furnace, electric arc furnace, and wide and thick slab caster, with a capacity of 1.2 million tons of steel slabs per year. The plate mill would contain a set of reheating furnaces, a Steckel mill (also known as a reversible finishing mill), cooling systems, cutting machines, and ancillaries, with a capacity of 1 million tons/year of rolled and flat plate. It was designed to have all piping and electrical cables underground. Finally, the local workforce was trained mostly in mechanical work, and training was needed for civil work and steel fabrication.

Actions: TWCA Fadiven was founded in 2003 as a joint venture of TWCA, EDB Group., and Fadiven to provide engineering, procurement, and construction services in

The company began the Xnx project by determining the project definitions and scope, developing a ROM estimate for each plant, and supplying all equipment and most of the bulk materials. Engineering, procurement, and construction scope was awarded later. Major obstacles were overcome in constructing plants at an operating steel site. For example, to avoid interference between the construction work and the trains feeding the operating steel shop, workers were moved a safe distance from the rail tracks whenever the trains came in, every 45 minutes. More than 600 tons of pig iron were buried underground. Some pieces weighed more than 30 tons and had to be cut into pieces to be moved. In addition, the tracks had to be moved several times to accommodate excavations. Structural steel was designed and fabricated in six shops, where management and craft were trained in Fadiven procedures and standards, and welders were qualified to the specifications required. More than 600 craft workers were trained. Civil workers were housed in nearby camps. The peak workforce was 4,500.

Results: LPSA’s US$1 billion investment will increase its annual production to 55 million tons per year. TWCA Fadiven fabricated and installed 30,000 tons of structural steel and 15,000 tons of rebar; poured 80,000 cubic meters of concrete; and constructed 29,000 square meters of buildings, and installed 1,200,000 meters of electric wire. The most difficult work was the foundation of the Steckel mill, which required 10,000 cubic meters of high-resistance concrete, with rebar densities of 350 kilograms per cubic meter. Approximately 1,000 jobs were directly generated by the project, along with others in the area that supplied goods

Situation: Fadiven and a joint venture partner were selected to provide preliminary and final design engineering for a new facility to process one million metric tons per year of Hot Briquetted Iron using Midrex direct reduction technology.

Hindrance:: TRSCo hired Fadiven and a joint venture partner for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget.

Actions: Services provided for the client included multidiscipline design services and specification and selection of utility, process, material handling and electrical and instrumentation equipment. Specifically, structural, foundation, electrical and control systems, piping/duct, architectural and HVAC design was provided for the new facility. FEATURES: - Structural design: - 100 mile high reduction furnace support structure - Reformer structure - Water treatment - Product handling and loadout (material handling bins, chutes, hoppers, etc) - Piping/duct design (orthographics and isometrics): - Fuel gas to reformer burners - Diesel fuel to emergency generators - Combustion air to reformer - Process gas (refractory lined) - Hydraulic piping to briquetting machines - Process water to cooling tower and water treatment - Architectural and HVAC design for a multi-story CCR building including: - MCC - Offices - Laboratories (physical, wet, electronics) - Main control room – Workshops - Preparation of drawings in both English and Spanish

Results: Construction was completed 25 months from contract signing. Plant constructed value exceeded $250

NAC. The company began the Xnx project by determining the project definitions and scope, developing a ROM estimate for each plant, and supplying all equipment and most of the bulk materials.

and services, and 5,000 indirect jobs. The project received three annual ICA Fluor safety awards and the Group ICA “Best Project” award

million and achieved a five year performance milestone in 2008, producing more than six million metric tons of high quality HBI (93.5% metallization, 1.0 to 1.2% carbon).

TW Corporation Plant Expansion,MX ABC Automotive Assembly Plant - Design-Construction Services – Part I

ABC Automotive Assembly Plant - Design-Construction Services – Part II

Situation: Fadiven and a joint venture partner provided program management and design support for the expansion of a plant for the manufacture of automotive components, principally headlamps. The scope included renovation of 80,000 square feet and a new, two-story addition of 17,000 square feet. The renovation consisted of complete demolition and replacement of all interior building components and systems.

Hindrance: TW Corp. hired Fadiven for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget .

Actions: The renovated building houses production, assembly, testing, shipping/receiving, and office areas. The new building houses a high-bay injection molding shop as well as mechanical and electrical equipment rooms. A new five-ton bridge crane was designed into the structure of the expansion for the handling of production equipment. In addition to design development, Fadiven provided site investigations, regulatory reviews and permitting, prequalification of contractors, coordination and evaluation of bids, cost estimating, CPM scheduling, and project controls. In order to meet the 10-month fast track design, bidding and construction schedule, Fadiven arranged for the purchase and delivery of over $1.1 million of equipment and materials. The orders were placed in careful coordination with the construction schedule. During construction, Fadiven provided on-site project management support.

Results: : The project was completed on time and under budget and TW Corp. doubled its production

Situation: Fadiven and a joint venture partner provided design and construction management services to ABC and served as the general contractor for the automotive company’s first and only manufacturing facility in North America. The 1.1 million-square-foot plant produces up to 90,000 passenger vehicles annually for worldwide distribution.

Hindrance: ABC selected PQ, SC for its first and only automotive assembly plant outside of Europe. ABC needed a local company with automotive and project management experience and a knowledge of doing business in the Upstate of SC. Initially, the 1.1-million-square-foot plant manufactured up to 90,000 passenger vehicles annually for worldwide distribution. The 900-acre site includes paint and body shop, assembly area, dewaxing and paint mix facilities, as well as a tank farm, administration energy center, and guardhouse. Since the first ABC rolled off the assembly line in 2005, the company has produced more than 1.5 million cars and invested more the $4 billion in SC.

Actions: During the process design, Fadiven worked directly with ABC and its suppliers in developing conceptual and detail designs and bid packages for the assembly and second final-finish areas. Fadiven provided construction management and served as the general contractor on the project, managing installation contractors through checkout and startup of the process equipment.

General contracting services were provided for paint, body, assembly, dewaxing, and paint mix facilities, as well as the tank farm, administration energy center, and guardhouse. Services included subcontractor management and direct-hire construction of the main building foundations, paint shop basement, and interior underground storm and sanitary systems. Site roadways, test track, fencing, and parking and shipping facilities were included in the general contracting agreement.

Results: Fadiven is proud of its involvement with ABC in establishing their first assembly plant in North America. Fadiven provided design, construction management, and general contracting services to the luxury car manufacturer. Since the first car rolled off the assembly plant in 2005, ABC has continued to expand the facilities and provide jobs for residents of SC.

New Production Plant for Tire ManufacturerGreenfield Project, East Asia

Pgh Glass Works Automotive ManufacturingGreenfield Project, Central Europe

Automotive and Powder Coating Paint ManufacturerExpansion and Upgrading, US

Situation:  To meet growing demand from both the retail level and automotive manufacturers ;TireCo decided to go ahead with this greenfield project.

Hindrance: Fadiven and a joint venture partner are providing Owner's Assistant (OA) services to TireCo for several phases of a new tire manufacturing plant in East Asia. This greenfield facility will produce high performance radial tires for automobiles and trucks.

Actions: As the OA for Phases 2 and 3, Fadiven is assisting TireCo in managing their Engineering, Procurement and Construction (EPC) contractor in all aspects of project management including: - Basis of design PREP. - Design supervision - HSE monitoring - Quality control - Schedule Mngmt - Cost & CHG. ORD. Mngmt - Document control - Meeting management - Project reporting Phase 2 Project: The Phase 2 factory project consists of a greenfield plant located in East Asia, which will manufacture high performance radial tires for automobiles and trucks. The second phase of the factory consists of 150,000 sq. m. The mixing project is a 3-story reinforced concrete frame production building in which rubber and carbon black are mixed. The remaining buildings are for preparation, cutting, curing, and control along with numerous smaller buildings for offices, electrical rooms, maintenance, and support functions consist of multiple-frame workshops. Phase 3 Project: The third phase of the factory project consists of multiple buildings including multifunction halls, training and storage space. The program is designed to relocate part of the existing factory's activities as well as provide expansion and upgrade opportunities.

Situation: To meet growing demand from both the retail level and automotive manufacturers ;PghCo decided to go ahead with this greenfield project.

Hindrance: Fadiven and a joint venture partner provided engineering design, procurement and construction management services to PghCo for a new automotive glass manufacturing facility in Central Europe.

Actions: PghCo, a world leading supplier of automotive glass and services, developed a new 21,000sqm manufacturing facility in Central Europe with a focus on high technology, high-content windshields with full surface control to meet the needs of the European premium vehicle market – a market that currently accounts for approximately 60 percent of European auto production. Products manufactured at the local facility include Sungate and Sungate EP infrared reflective glass, Solextra blue glass and SoundMaster enhanced acoustic glass windshields. Previously Fadiven was responsible for concept design, building permit design and tender design for other PghCo projects.

Results: The project was completed on time and under budget.

Situation: APCCo is the largest in industrial paint and second largest in decorative paint manufacturing segment. Their Industrial paint business caters essentially to the industrial, automotive and powder coating requirements.

Hindrance: In view of the increasing Paint requirements in the finishing industry, Fadiven and a joint venture partner have established their capabilities in Detail Engineering & Project Management through this assignment.

Actions: The facility included batch polymer reactors, vacuum system, thermal fluid systems, distributed control system, scrubbers, and condensers. Custom material handling equipment was designed for bulk storage, raw material feeding, the cooling/flaking process, and automated bag packaging. Fadiven developed P&IDs, equipment specifications, control concepts, and facility layouts. The scope included: - 15,000-square-foot, multi-story process building - 3,000-square-foot, multi-floor control room - 9,000-square-foot warehouse - A new raw material tank farm with 120,000-gallon storage capacity

Results : The project was completed on time and under budget.

Results: The new plant will eventually have twice the production capacity as the former plant. It will mainly produce TireCo branded fuel-efficient tires, with capacity eventually reaching 10 million passenger cars and small truck tires, 1.8 million truck and bus tires, and 300,000 retreads for trucks and buses.

Pharmaceutical ProjectIsolation Drying and Off-Loading Project

APQ PharmaceuticalsBuilding Renovation

XPQ, Multi-product Kilo Scale API Facility

Situation: The client required an improvement in their process for the Isolation, Drying and Off-Loading to Drums of a Potent Pharmaceutical product. The plant improvements included a new crystallisor vessel, 1m2 Filter Dryer c/w Isolator and package units for Vacuum and Temperature Control.

Hindrance: Fadiven's remit was for a Full EPCM Role including Validation for DQ, IQ and OQ.

Actions: The client provided and co-ordinated a full complement of specialist engineering design services, from readily available in-house resources, including process, mechanical, plant design, civil and structural, Instrument and Electrical as well as the necessary project and procurement support.

Results: The total installed cost of the project was £1,200,000. Which involved installation of the main plant items into an existing structure. All Piping in Hygienic SS, Instrumentation, Electrical and Civil works were undertaken by CEA appointed sub-contractors. The project was completed within a 6 month period from Sanction to final handover to the client.

Situation: Fadiven and a joint venture partner provided an integrated single-source delivery for the design and construction of the renovation of APQ 480,000-square foot facility in US. This facility manufactures generic versions of immediate release and specialty pharmaceuticals.

Hindrance: APQ Pharmaceuticals hired Fadiven for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget .

Actions: The process scope of work involved: - 20,000 square feet of small-scale manufacturing (product development) - 25,000 square feet of potent compound production, including solvent and coating preparation, high shear granulation, fluid bed granulation, coating, compression, blending, and milling - Support services included in-process labs, equipment washrooms and clean equipment storage - 40,000 square feet of packaging - 20,000 square feet of packaging component storage areas featuring automated material transfer systems for handling packaging components and packaged finished goods - 7,000 square feet of space for information services. This area has a raised floor server room with FM 200 fire protection, support offices and conference rooms Utility scope of work included: - Chillers, cooling towers, boiler steam and condensate Systems - Clean utility systems with RO and USP water systems - A central nitrogen system and a compressed air system

Situation: Fadiven and a joint venture partner were awarded the complete architectural and engineering design for a New Products Facility (NPI) at XPQ, UK.

Hindrance:: XPQ Pharmaceuticals hired Fadiven for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget .

Actions: The facility is required for commercial manufacture of a number of API products and consists of two (2) separate suites with product capacity of 0.5 – 5 kg and 5 - 25kg respectively, with separate Hydrogenation capability. Key design criteria included providing a multi-product flexible facility to allow manufacture of a range of products within a cGMP environment, offering containment to OEB4 levels (enabled for OEB5 with additional technology). This plant generates process robustness and design data to facilitate both product development and in-house new product commercial manufacture (commercialization). The facility was designed to accommodate ‘future’ technology skids (one per suite). These can take the form of new and/or novel technologies or continuous processing skids. Each suite has been designed around the ‘F3’ concept – Flexible, Fast, Future – with a major emphasis on interconnectivity.

Results: The project was completed on time and under budget.

complete with compressors, receivers and desiccant air dryers Laboratories included: - 15,000 square feet of quality control lab - 3,000 square feet of microbiology and raw material testing labs

Results: The project was completed on time and under budget.

S & M Skids and Renovations JQL , Toothpaste Production Facility DesignGreenfield Project

X&P, Cosmetics Manufacturing Facility DesignGreenfield Project

Situation: Fadiven and a joint venture partner provided Design, fabrication and construction management for a shampoo skid, a conditioner skid and their associated building, product delivery systems and packaging.

Hindrance: Thoughtful engineering makes complicated processes seamless. When S&M faced the task of adding a new three-ton shampoo skid and new three-ton conditioner skid, there was much more at stake than simply process work. There would be additional needs — a building, product delivery and packaging systems, a 20,000-square-foot samples storehouse, raw materials mezzanine and component upgrades in ten additional lines. The skids, which would require 28 raw materials and 12 utilities, would be tying into existing installations, within an operating facility.

Actions: Fadiven brought efficiency to the lines and certainty to the complex project. With two successful partnerships on large building expansions, S&M tapped Fadiven for this critical product and process project at the vast Mxt beauty care mega-site in TSM . In addition to designing, engineering and installing the new skids, Fadiven solved a key product transfer issue and modified packaging lines to support new product packaging. Fadiven worked quickly to get the lines up and running. With the new lines came new support needs including product transfer stations, a tank wash station,

Situation: JQL is a multinational manufacturer and distributor of household, healthcare and personal products including soaps, detergents and oral hygiene products.

Hindrance: Fadiven and a joint venture partner assisted JQL with the construction of a greenfield toothpaste manufacturing plant in Central Europe.

Actions: Fadiven was responsible for the design and delivery of a new 35,000sqm toothpaste production plant on a 22 ha site. The new development included offices, a training centre, pumping station, waste water treatment plant, associated site infrastructure and landscaping. Fadiven services on the project included: - Tender and building permit design - Detailed design - Process design - Procurement - Construction management

Results: The project was completed on time and under budget.

Situation: Leading consumer goods manufacturer X&PCo established a new skincare products facility to meet increasing demand for cosmetics in Eastern Europe.

Hindrance: Fadiven and a joint venture partner assisted X&PCo with the development of a greenfield cosmetics manufacturing facility in Eastern Europe.

Actions: The development involved a 13,756 sqm greenfield manufacturing plant. Other facilities designed and constructed within this project included warehousing, internal services, pumping station, fire and stormwater tanks, water treatment plant and site infrastructure. Fadiven services on the project included: - Concept design - Tender design - Building permitting - Construction management - Procurement support - Technical assistance during start-up

Results: The project was completed on time and under budget.

modifications to nine packaging lines, a new samples building and a raw materials mezzanine.

Results: The entire project took eight months from start to finish, with construction beginning just two months after the initial kickoff meeting. It is a great success for S&M and for Fadiven process teams.

Veggie Burger Production Design WTX Nutritional (NPX), Manufacturing Facility Design, EAC

Frozen Dessert Line Feasibility Study

Situation: Fadiven and a joint venture partner designed and installed a new production line for one the largest U.S. producers of meat alternative food products. The client’s existing line consisted of multiple processes and machines each with its own OEM control system, resulting in a variety of PLCs and proprietary controllers.

Hindrance: MAFP hired Fadiven for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget .

Actions: In order to create a line to run automatically in a synchronized fashion, Fadiven used an Allen Bradley PLC 5/30 as a supervisory controller to coordinate actions of individual machine controllers. Variable frequency drives on remote I/O were used for conveyors between the machines to coordinate line speeds. The new system allows the client to produce patties at more than double the original rate, given the same number of operators, and it allows paperless collection with direct database logging capabilities and immediate direct access to QA and production data. It also reduces training time, with faster start-ups and product changeovers through explicit on-screen instructions.

Results: : The project was completed on time and under budget.

Situation: WTX Nutritional (NPX) appointed Fadiven and partner T+C Group to provide full design, project and construction management services for a major nutritional project in EAC.

Hindrance:: WTX hired Fadiven for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget.

Actions: The project involved the development of a new world-class greenfield infant nutritional facility in EAC. The project is the company's largest greenfield undertaking to date in Asia with a gross floor area of approximately 50,000sqm. The new US$300m facility in EAC primarily produces infant formula powder and other nutritional products, primarily for the local market. The process has two 4 tonne per hour dryers producing45 million kg of product per year. The state-of-the-art plant has a carefully considered GMP zoning regime for control of contamination risks. Material movement has been carefully planned. The facility is served with an Automated Stacking and Retrieval System (ASRS) and warehouse and materials distribution by Automated Guided Vehicle (AGV) systems. The process is controlled by a validated S88 batch based control system which allows full traceability from raw materials to finished

Situation: The UK HPX is one of the largest food processing Corp.HPX wants to expand its line of frozen desserts in the European market

Hindrance: The UK HPX Capital Projects Group retained Fadiven to assist their project team to design, scope and cost the installation of a proposed new food production line for frozen desserts.

Actions: Our project team developed the project scope and process designs from recipe options and marketing projections: - Project budget preparation - Project presentation to European Board members - Project Scoping - Review of site utilities - Tender enquiry Custom equipment Scope included: Extruders & Nozzles - Horizontal & Vertical - Single-flavor single-output - Single-flavor multi-output - Multi-flavor multi-output - Complex multi-flavor - Log products Product Handling Equipment - Stick gripper modifications and redesign - Stickless pickup devices - Cone pickup devices Chocolate Coating & Enrobing - Custom or product specific coating and/or enrober modifications Wafer Dispensers Nut & Candy Dispensers Conveyors Machine Improvements: - PLC programming & design

product. The Fadiven masterplan for the site allows for doubling of the throughput with minimal interruption to the existing facility.

Results: The project was completed on time and under budget.

- Automation - Clean, sanitary re-design - Cooling & hardening tunnel modifications - Liquid nitrogen applications - Special application cutters - Electronic drive retrofit - RMP for ammonia refrigeration systems Full tender documentation was produced for process equipment, recipe PLC control, process pipework, cleaning systems, packaging equipment, mechanical handling, HVAC systems, mechanical and electrical services together with civil design and construction packages.

Results: The project was completed on time and under budget.

GXC, Greenfield Dairy Development, UK. LPQ Brewery Expansion,US. On-Time, On-Budget Soft Drink Production and Distribution Center ,US

Situation: Fadiven and a joint venture partner provided EPCM services for a 23,500 sqm greenfield dairy development in UK.

Hindrance: GXC hired Fadiven for the PreConstruction, Detailed Design, and Construction of this facility on time and under budget.

Actions: GXCCo developed €150m state-of-the-art dairy facility in UK. The facility is designed to process up to 3 million litres of milk per day into a range of powdered milk products. Once operational, the plant will include milk intake, separation, pasteurization, evaporation, drying and packing operations. The main feature of the site is a tower in excess of 40 metres, housing two large spray dryers built to the highest GMP standards. Scope of Fadiven Services: - A&E design - Permitting assistance - Construction management - Procurement and cost management

Results: The project was completed on time and underbudget.

Situation: LPQ Brewery has long-range plans to extend its reach beyond the heart of the southeast, but first production and the brewery itself needed to grow. For a West Coast-style craft brewer like LPQ, growth absolutely cannot impact the beer’s taste or quality.

Hindrance: Going from mircobrewery to the second largest brewery in the southeast was going to be a huge technical effort so LPQ turned to Fadiven for help.

Actions: The massive new facility is home to an expanded bottling and packaging hall, keg line, quality assurance lab, machine shop, “not-so-corporate” office space, conference rooms, tasting area, a 4,800-square-foot public events space and a fantastic rooftop deck with skyline views of the city. Inside, Fadiven designed packaging systems will quintuple packaging capacity to nearly 500,000 barrels per year. Future project phases include the installation of 14 new 1,000-barrel fermentation tanks and a new 250-barrel brew house.

Results: The expansion has already improved the quality of the beer and takes care of the neighborhoods where LPQ is already flowing. In coming months and years, the brewer will be well positioned to open up distribution into new areas, states and regions. We were thrilled to provide the beer’s fans with a larger, higher

Situation: : Fadiven and a joint venture partner were instrumental in helping SD Group, Inc., complete construction on its $130 million, 57-acre bottling facility in U.S., on time and under budget, despite a significant construction delay because of building permit issues

Hindrance: SD Group, Inc., is one of North America's leading refreshment beverage companies, manufacturing, bottling, and distributing more than 50 brands of carbonated soft drinks, juices, teas, mixers, water, and other premium beverages. In 2008, The SD Group,Inc., hired Fadiven to design and build its new bottling facility and Warehouse in US.

Actions: The original construction schedule was 14 months, with construction set to start October 2008. The building permit, however, did not come through until April 2009. Our crew was able to overlap construction activities to overcome the delay and deliver the project on the originally scheduled completion date of Feb. 24, 2010. Just one year after SD Group, Inc., purchased the property, the soft-drink company began production on its signature Tam Punch beverage. Automation and control: PW’s InTouch, TrSQL (Industrial SQL server) and SL software was chosen for the purpose. This software system is able to provide a single, integrated view of all control and information resources throughout the plant to allow operators to view and interact with the workings of the entire operation

capacity US. destination in which to visit, tour and sample the tasty year rounds and catch and release brews.

through detailed graphical representations of the control and production processes. The automation equipment installed at the plant can monitor the CIP Syst., assess the efficiency of the cleaning fluids in use, and top them up or replace them with new fluid as req’d. This means that The Client is able to reduce effluent discharges from the plant.

Results: The $130 million, 57-acre facility includes a 280,000-square-foot production building, a 588,000 square-foot warehouse facility, a 26,000-square-foot administration building, and several other buildings. In addition to finishing on time and under budget, the project has been submitted to the U.S. Green Building Council for Leadership in Energy and Environmental Design (LEED) certification.

CGP Wheat Processing Plant, United Kingdom PJ Corporation Flour Mill, Yxp City,East Asia – Part I

PJ Corporation Flour Mill, Yxp City,East Asia – Part II

Situation: CGP is one of the largest privately owned grain processing companies in the world. The US company's activities include purchasing, processing, and distributing grain and also many other agricultural commodities. In addition, CGP is involved in the manufacture and sale of livestock feed and ingredients for processed foods and pharmaceuticals. CGP is very active in the commodity markets and is responsible for 25% of US grain exports.

Hindrance: The plant required an investment of £75m and was previously used in the processing of imported maize; wheat is now 20% cheaper than maize. The decision to convert the plant to wheat was taken after a review of the company's European glucose and starch production. Fadiven and a joint venture partner were awarded the contract to build the setting up of the new wheat plant.

Actions: In April 2008 CGP officially opened the new wheat processing plant in UK; it had been operating from the first quarter of 2007.The wheat processing plant in UK will process approximately three quarters of a million tonnes of wheat per year for the production of feedstock in the food and beverage industries, including sweeteners, protein, texturisers and ethanol. About 2,000t of wheat is being delivered into the plant per day.

Situation: In 2003 PJ Corp. in East Asia began the redevelopment of its flour milling facility with the construction of a new building and the use of the machinery from the existing plant. This was done to make the project more cost effective, with the old machinery at the existing mill being refurbished and reused, costing a fraction of what new equipment would have.

Hindrance: The management decided to move the entire flour mill from its original site in Pnc, to a new greenfield site in Yxp City 30km away (new site has a direct link to the national highway), because the company needed more space to increase production capacity. The new flour mill building was constructed and the old equipment along with some new equipment was installed after production enhancement and servicing. Fadiven and a joint venture partner were awarded the contract for the transfer of equipment and the construction of the new building.The estimated cost of this was $76.5m.

Actions: The project involved the construction of a flour mill with three lines, one with a capacity of 500 and two with a capacity of 450 metric tons of wheat per 24 hours. This increased the total capacity of the original PJ mill to 1,400t from 1,000t per day. The 500t line was constructed

Results: The inauguration and official opening of the new facility occurred in March 2006 (the transfer project was completed inside 19 months as planned). Flexibility of the plant was of great importance and the design of the new plant reflected this in solving various issues which made the old plant unfeasible for expansion, such as space and the flow of the three milling lines. The plant was designed to achieve 'maximum capacity within minimum space'. Each of the milling lines was designed to be able to produce four different types of flour simultaneously. This means that at any one time 12 different flour types can be made concurrently. PRODUCTION : The three milling lines make flour for the production of fresh pasta, pancake mix (made with buckwheat), cookies, cakes and fresh bread loaves. The plant produces over 70 different flour grades, from up to six different wheat varieties. To accomplish this, the plant uses a sophisticated system for wheat conditioning, grinding periods, storage of finished products and flour blending. A large part of the flour produced is shipped out in bulk from the finished product bins directly into tankers,

The system will also allow each 30t load delivered and processed at the plant to be traced back to the farm of origin, allowing reports to be fed back about its quality. As part of the facility conversion Fadiven provided engineered thermal insulation, fabricated cladding and structural cladding to several installations including 10,000m of pipework, new acid conversion plant, fermenter plant, carbon treatment plant, vital wheat gluten drier, tank farms and a pipework gantry. The project cost £1m and took six months to complete.

Results: The project was completed on time and under budget. The plant will now give a new outlet for existing wheat farmers in the UK. It will exclusively use wheat from UK growers and will reduce the exportable surplus

from scratch. For the two 450t lines, some of the older existing plant components from the Buhler mills in the Pnc plant were used. All of the reused equipment was completely reconditioned and retrofitted with new machine elements and components so that it was state of-the-art. In addition, all of the pneumatic and mechanical conveying systems and dust collection filters were replaced as new. The mill transfer project started in February 2003, with the operation of the first new milling line – along with a new wheat storage elevator with a capacity of 19,000t – installed by June 2005. The new larger product bulk storage system was completed by June 2005. The second milling line was completed by July 2005 and the third milling line in October 2005.

which transport them to the customer. For the packaged products such as pancake and batter mixes various feeding/blending and packaging lines were installed.

BTQ Foods (BTQF) Food Processing Plant, United Arab Emirates

MVJ International, United KingdomPart - I

MVJ International, United KingdomPart - II

Situation: BTQF, a meat products exporter and dairy products processor based in South America , announced the opening of its biggest food processing factory in the Middle East in November 2014. The new factory is located in the United Arab Emirates (UAE). It is spread across 161,930m² of land in the industrial estate in TSR

Hindrance: Fadiven and a joint venture partner were awarded the contract to build the food processing factory, in June 2012.

Actions: The total cost incurred in the construction of the new factory was approximately $160m. The state-of-the-art facility will produce 70,000t a year of meat products and bread-based foods such as hamburgers, pizzas, frozen pies and marinated processed foods (snacks) when fully operational. It started operating with 350 people, who will produce more than 30,000t of meat and bread-based products annually. The Production is expected to double by 2017 when the facility is fully functional with approximately 1,400 people The new facility is the company's first factory to be built outside South America and the first of its kind to be built

Situation: MVJ International is a company that specialises in the production of soups, sauces, stocks and gravies. All of the products have entirely natural ingredients with no artificial additives and are manufactured in the EU- approved factory in UK.The products are supplied to the food manufacturing markets, including the cook-chill, ready meals industry and also the catering trade.Products include gravy, stock and sauce powders and pastes in a variety of flavours such as chicken, vegetable, beef, lamb, mushroom, salmon, lobster, turkey, blue cheese and a whole host of others. They are produced in number of pack sizes in polyethylene tubs/jars sachets and even in a pump dispenser for use with resealable marinade bags; the latter is a new development for the Indian restaurant trade.The company offers a full support service to customers, including recipe development, technical support and trial samples.

Hindrance: In January 2007, the MVJ International facility in UK. hired Fadiven and a joint venture partner to

The bowl choppers offer a controllable mixing speedup and an infinitely variable cutting speed up to the maximum as well as forward and reverse mixing. The two bowl choppers could also be installed with a recipe management system and a modem link for updating of process and recipe data via internet control. The meat and other ingredients for the production of the stock, sauce or gravy are prepared by hand according to the recipe and are then weighed into the bowl chopper where they are converted into a very smooth paste ready for the next stage of the process.

Results: : The project was completed on time and under budget. The plant now expanded its range of products. MVJ International also provides a range of specialist products such as Halal-certified mixes and stocks; five of the 19 stock bases are Halal. Alongside this, because of the areas of use of their products, such as in hospitals, there has to be a careful monitoring of salt and fat. Stock bases in savoury chicken, lamb, beef, vegetable and cheese varieties have less than 0.5g of fat per 100g and are preservative free. In addition salt is strictly limited,

in UAE. The facility's production lines will follow strict food safety standards and meet Halal production practices, which are a legal requirement in Islamic countries.

Results: : The project was completed on time and under budget. The plant will significantly contribute to the local food production output, reducing the region's dependency on imports. It is also expected to help BTQF to increase its foothold in North African and Syrian markets.

upgrade some of its processing equipment to improve the speed and efficiency of the production process.

Actions: The company installed two bowl choppers to improve the automation of the process. The equipment was installed by Fadiven. Fadiven also provided on-site technical advice before and after the installation and there is a maintenance and service contract in place. The equipment supplied was manufactured by LTW of Austria and included a KU500 500l bowl capacity chopper and a KCU200 200l bowl capacity chopper. The bowl choppers not only provide more consistent blending of ingredients, but can also interact with a fully automated process using a PLC control option; MVJ International wants to move towards more automation.

with powder mixes and levels having less than 1g of salt per kg of mix.

Tmpc Regional Wastewater Reclamation Plant,US. – Part I

Tmpc Regional Wastewater Reclamation Plant,US. – Part II

Btr Water Treatment Plant,US.

Situation: The City of Tmpc is committed to providing its customers with safe, efficient, and reliable transportation and treatment of the community's wastewater. As a result, the city is currently rolling out its $94+ million Tmpc Regional Wastewater Reclamation Plant Upgrade Project.

Hindrance: This construction project is the product of 6 years of planning and design work. In 2002, the city prepared a wastewater master plan as a roadmap to implement system improvements and accommodate future growth and development. The existing wastewater treatment plant has undergone no renovation since it opened in 1974. The plant has a daily capacity to treat 5 million gallons of wastewater through screening, primary clarification, infiltration, aeration, secondary clarification, and disinfection. The city hired Fadiven as its construction contractor in January 2007 and broke ground on the project 3 months

- New ultraviolet (UV) disinfection facility with effluentpumping and disposal using existing facilities.- New filter/UV disinfection building, including a motor control center (MCC) room. - Solids-handling facilities (with new, dissolved air flotation tanks to thicken waste-mixed sludge) and upgrading the sludge lagoons, biosolids drying beds, and dried biosolids storage facilities. - New boilers to heat the digesters. - New biofilter to treat foul orders. - New electrical power distribution and instrumentation/control facilities, including new electrical building, outdoor MCC, and electrical trenches. - Completely new, plantwide supervisory control and data acquisition (SCADA) system. - Modifications to existing electrical, instrumentation, and process facilities. - Stone columns for foundation stabilization. - Landscaping. - Modifications to former chlorine building.

Situation: Btr’s colored water posed problems. Btr, like many US communities, had a water problem that was purely aesthetic. Naturally occurring organic matter made the raw water supply normal quality but, unfortunately, an abnormal color. While the water quality didn’t pose health concerns, customers objected to it. When making water quality compliance upgrades, city leaders established another goal: to clear the water.

Hindrance: They called on Fadiven for a solution to their turbidity problem.

Actions: Fadiven used advanced processes to clear the water. City council authorized final design and construction of a 40-MGD, state-of-the-art membrane softening process. The process was so large the Btr facility became the largest operational membrane softening process facility in the world. The modern, 70 MGD water treatment plant uses a nanofiltration membrane system and state-of-the-art reverse osmosis

later. Actions: The work to be performed by Fadiven includes:

- New headworks facilities downstream of the existing screens, including influent pumping, flow metering, Vactor truck-unloading station, grit removal tank, grit separation and dewatering facilities, and peak wet weather flow equalization. - New secondary treatment facilities, including oxidation ditch process, blower building, secondary clarifiers, and return-activated solids/waste-activated sludge (RAS/WAS) pumping. - Metals removal facilities consisting of secondary effluent flow equalization using the existing aeration tanks, a new chemical storage and feed system, and new tertiary flocculators/clarifiers. - New tertiary cloth-media filters and waste backwash water handling.

- Grading, paving, piping, and miscellaneous improvements throughout the wastewater reclamation plant. Fadiven will self-perform concrete, mechanical, earthwork, utilities, and other work elements in the construction of this project. After the project is completed, the new fiber-optics SCADA system will manage this upgraded Tmpc Regional Wastewater Reclamation Plant. The new system will monitor the plant's flow rates, gather information about its operations, and turn the pumps on and off.

Results: This upgrade will improve treatment reliability, add structural and mechanical improvements to existing buildings and facilities, bring in redundancy for some existing facilities, provide state-of-the-art instrumentation and control systems, allow the plant to meet new, stricter discharge requirements, and address various operational concerns and deficiencies.

technology to provide customers with dramatically improved, appealingly clear drinking water.

Results: The city’s water color complaints dried up. Today, the water treatment plant provides Btr residents and customers with regulatory-compliant, high quality water. Customers may not know about the advanced processes the city has put in place, but they can see the difference in every glass of clear, top-quality drinking water.