2006 Issue (1st Quarter)

“ The White Bellied Sea Eagle is a frequent visitor to our Loading Jetty. We must play our part
in ensuring that this sea eagle remains a familiar sight, now and for future generations.”
HIGHLIGHTS
QUARTER 1, 2006
The BLNG Power Project Kicks Off
BLNG Lab, Best Performer in Shell
Gas Correlation Scheme
CONTENTS PAGE
Challenges for 2006
01
BLNG Signs Agreement with Local
Contractors
02
The BLNG Power Project Kicks Off
03
BLNG Lab, Best Performer in
Shell Gas Correlation Scheme
04
Brunei LNG Organises Media
Appreciation Day
05
HSE Focal Group Appreciation
Dinner 2004 / 2005
06
Healthy Lifestyle Roadshow
07
Healthy Lifestyle Roadshow
Long Service Emblem Recipients
CHALLENGES FOR 2006
Signing of ‘Framework of
Cooperation’ in Doha Qatar
Visitors to Brunei LNG
08
Emergency Exercise ‘Merbok’
10
BLNG Management Members
Visit Penghulu and Ketua Kampong
45 BLNG & Refinery Employees
Receive Long Service Emblems
11
Hari Raya ‘Open House’
12
BLNG and Refinery Present Donations
to Mukim Liang Orphans
Featured Article: Time Management:
Manage Yourself, not your time
13
LLRC As A Venue For Recreational
Activities
14
Joiners & Leavers
15
Dedicated Years of Service
to BLNG & Refinery
16
On 3rd January 2006, Brunei LNG and the
Refinery organised a new year 2006 gathering
for their employees. The event took place at
BLNG Plant in Lumut. Present to welcome
the employees was the Managing Director, Mr
Fred Smeenk who also delivered his new year
welcome remarks.
Mr. Smeenk said that the year 2005 had been
a successful year for BLNG and the Refinery
despite the many difficulties and challenges.
There were significant milestones achieved
including the successful delivery of the 5000th
cargo of LNG to Japan, the completion of
the Main Cryogenic Heat Exchangers (MCHE)
replacement project, the signing of an
agreement with IDBB which paved the way for
the issuance of Brunei’s first Islamic Bond, the
achievement of 8 million combined man-hours
without Lost Time Injury (LTI) in BLNG and 22
years of Refinery operations without Lost Time
Injury.
He thanked all employees for their contribution
continuation on page 2
‘Produced by the External Affairs Department, Brunei LNG Sdn. Bhd.’
01
continuation from page 1 CHALLENGES FOR 2006
throughout 2005 to the results that have
been achieved in BLNG. The appreciation
was also extended to the family members for
their support.
the cooling towers, valves replacement and
others.
Mr. Smeenk also stressed on the importance
of ‘Compliance’ which is becoming the new
behaviour and culture in 2006, emphasizing
on compliance which is to follow the agreed
procedures, commit to
promises and
do what is being said in every part of the
business. He strongly believes that the
new way of working is one of the major
prerequisites for a continued performance
improvement, creating the basis for success
in the future.
The challenges in the years ahead, he said
among them are to ensure maximum plant
availability and reliability while preparing
BLNG for contract extension beyond
2013, working towards restoring BLNG’s
operational and sustaining HSE excellence
and to embark on other major projects
under the Asset Reference Plan (ARP) such
as the power project, the rejuvenation of
BLNG SIGNS AGREEMENT WITH
LOCAL CONTRACTORS
Reflecting Brunei LNG’s continuous commitment
to promote business development among local
contractors, two signing ceremonies between
Brunei LNG and local contractors were held at
BLNG Plant on Thursday, 24 November and
Wednesday, 21 December 2005 respectively.
Signing on behalf of Brunei LNG for the first
contract ceremony were Mr Fred Smeenk,
Managing Director and Hj Matsatejo Sokiaw,
Senior General Manager (Plant), while the second
contract ceremony were signed by Mr Fred
Smeenk BLNG Managing Director, Mr Gilbert
Habets, Acting Senior General Manager (Plant)
and Hjh Zainab M A Omar, Corporate Affairs
Manager. Signing on behalf of the Brunei Refinery
was its Manager, Hj Yahya bin Hj Mohammad.
The first contract signed was for civil, structural
steel, piling and mechanical work for the new
power plant project. Syarikat Kejuruteraan
Sistematik was represented by its Managing
02
Director, Mr Omar bin Abdul. Whilst, Syarikat
Kejuruteraan Sistematik Sdn. Bhd. (SKS) was
awarded a contract for the replacement of airconditioning systems in the company, which is
in conjunction with the phasing out of equipment
that utilizes HCFC refrigerant.
Another contract was signed with MOC Sendirian
Berhad for the transportation, material clearing &
forwarding services. Pg Hjh Zainab bte Pg Hamit,
Managing Director signed on behalf of MOC.
The contract for the analysis of the sludge
from the BLNG slug catchers was awarded to
Mashhor Waste Management Sdn. Bhd, which
was represented by Hj Osman bin Hj Omar, the
company’s General Manager.
All the 4 contracts with a total value of $26 million
were awarded to the local contractors who are
active in their own field of work.
The second signing ceremony involved five
contracts with a total value of $32 million. The
first three contracts signed were the integrated
contracts for maintenance, shutdown and small
projects at BLNG and the Refinery. Sahid Sdn
Bhd and Adinin Works and Engineering Sdn Bhd
were each awarded a contract for work in the
BLNG Plant. The third contract, which covered
work in the Brunei Refinery, was awarded to
Adinin Works and Engineering Sdn Bhd. Signing
on behalf of the contractors were their respective
Managing Directors, Pg Adanan bin Pg Seri
Indera Pg Hj Ismail and Hj Musa bin Hj Adinin.
The provision of mobile cranes, forklifts and low
bed trailers was signed between BLNG Sdn. Bhd.
and Pembangunan Negara Sdn. Bhd. Managing
Director, of Pembangunan Negara Sdn. Bhd. Hj
Abdul Samad bin Hj Metussin signed on behalf of
Pembangunan Negara.
The last contract signed was for the provision of
office cleaning and related services. The contract
was awarded to P. D. Enterprise. Its General
Manager, Pg Azhar bin Pg Hj Duraman, signed
on behalf of the Contractor.
The signing ceremony was attended by members
of the BLNG management, contract holders
and representatives from the contractors. The
ceremony was blessed with a doa selamat.
THE BLNG
POWER PROJECT
KICKS OFF
On Tuesday, 6 December 2005, the second major activity
under Brunei LNG’s Asset Reference Plan – the power plant
rejuvenation project, started with a blessing ceremony and first
micro piling work at the plant in Lumut.
The project is to build a new combined-cycle Power Plant to replace generation
in the existing Power Plant, which is now 30 years old and approaching the end of its design life. The
power rejuvenation project will be installed in phases. Phase 1 will increase the present power generation
capacity from 40MW to about 65MW, and will be able to cater for existing BLNG requirements and
increased demand resulting from other upgrading projects at BLNG. The Phase 1 costing is about
$180m and is to be completed at the end of 2007.
In line with BLNG’s Health, Safety, Environment
and Sustainable Development policies, an
Integrated Environmental, Health and Social Impact
Assessment was done earlier to ensure that plant
modifications and addition of new equipment under
the project will not adversely affect the environment
and interests of the surrounding community.
The project also opens up opportunities for local
businesses, aligned with BLNG’s policy of Local
Business Development. A local company, Syarikat
Kejuruteraan Sistematik (SKS) was recently
awarded the contract for civil, structural steel, piling
and mechanical work.
The entire 20 projects under the Asset Reference
Plan form part of BLNG’s extension plan to extend
the life of its plant for another 30 years and a step
toward ensuring long term reliable supply of LNG
to its Buyers, well beyond the existing contract
expiry of 2013.
03
BLNG LAB, BEST PERFORMER IN
SHELL GAS CORRELATION SCHEME
By: Ak Suhaina Pg Sulaiman ( TLS/4 )
The year 2005 marked another significant
achievement specifically by the Gas Section of
BLNG Main Lab. It has been named the Best
Performer in the Shell Gas Correlation Scheme
for 2004.
The Shell Gas Correlation Scheme was
commissioned by Shell Global Solutions in
January 2003. Scott Specialty Gases NL is
responsible for the preparation of the gas mixtures
and organizes the transport of the gas cylinders to
the participants, while Netherlands Meetinstituut
(Measurement Institute of Netherlands, NMI) is
responsible for project management, carries out
the homogeneity testing, establishes the reference
values and is responsible for data treatment and
reporting. The main objective of the scheme is
to evaluate the performance of the participating
laboratories in measuring the compositions of
four types of gas mixtures. Laboratories from
Shell sites are invited to participate and these
include all Shell-advised LNG labs worldwide.
BLNG Main Lab received its best performer
plaque from BLNG MD, Fred Smeenk, during a
get-together session on 17 October 2005. The
plaque was handed over to the Head of Lab
Service, Toh San Chua, who in turn handed it
over to the Gas Section leader, Two Tick Hiang.
In his remarks, BLNG MD gave his praise and
appreciation to BLNG Lab generally and the
Gas Section specifically for the achievement.
He remarked the achievement served as an
evident of the high quality and excellence service
provided by BLNG Main Lab. He also expressed
his gratitude to BLNG Main Lab for the support
that it had provided during the various plantupset episodes in the previous several months,
which saw an increase in all laboratory activities.
He also indicated his desire to see BLNG Main
Lab to strive for greater excellence and to take
up a greater role in providing assistance to all
disciplines.
BLNG Main Lab was awarded the ISO-IEC 17025
certification from the Singapore Accreditation
04
Council – Singapore Laboratory Accreditation
Scheme (SAC-SINGLAS) since 2002 in the
fields of chemical and biological testing, and
environmental testing. BLNG Main Lab takes
part in various correlation schemes in gas,
water and refinery products testing in order to
measure its proficiency among other participating
laboratories.
BRUNEI LNG ORGANISES MEDIA
APPRECIATION DAY
On Thursday, 22 December 2005,
Media
The event also witnessed the handing over of
representatives from all newspapers, Radio
donation worth B$15,000 from Brunei LNG to
Television Brunei, the Information Department
the Pg Muda Al Muhtadee Billah Fund For The
and Brunei’s online Brudirect were invited to a
Orphans. The donation was handed over by Mr
High Tea Appreciation Day organised by Brunei
Fred Smeenk to Dato Paduka Hj Ali Hashim Bin
LNG Sdn Bhd.
Hj Daud, Chief Executive Officer of the Hassanal
Present at the function was
the Managing Director of Brunei LNG Mr Fred
Bolkiah Foundation. Another donation was
Smeenk and members of the Management
made to the Brunei Darussalam Aids
Team.
Council worth B$5,000 which was
handed over to Datin Paduka Hjh
The event is aimed to introduce the new
Rokiah Hj Zakiah, Vice President of the
Management members of Brunei LNG to the
Brunei Darussalam Aids Council.
media and at the same time to appreciate the
continuous coverage by both the government
The media representatives present at
and private media, electronic and print on
the event were from Radio Television
BLNG’s activities throughout the year. In his
Brunei,
welcoming speech, Mr Fred Smeenk extended
Borneo Bulletin, Media Permata,
his appreciation to the media in particular for the
United Daily, See Hua Daily, Sin
extensive coverage of the MCHE transportation
Chiew Jit Poh, International
and replacement project and the Liang Lumut
Times and Brudirect.
Information
Department,
Recreation Club (LLRC) opening ceremony. In
addition the continuous support by the media
have resulted in a continuous coverage of Brunei
LNG activities. This kind of gathering hopefully
will enhance the close relationship between
Brunei LNG and the Media.
Mr Ignatius Stephen, who represented the media,
extended his gratitude to BLNG for inviting them
to the function.
05
HSE FOCAL GROUP
APPRECIATION DINNER 2004/2005
The HSE Focal Group was formed more than
twenty years ago and various changes have
taken place since its formation. The group
was first known as Safety Committee and then
changed to Safety focal point and finally HSE
Focal Group. The group is divided into five
teams and each team is led by a Focal Group
(FG) member and is facilitated by an HSEQ
staff. The team is recognised distinctively with
blue helmets.
On 10 December 2005, a get together for the
Health Safety and Environmental (HSE) Focal
Group was held at the Empire Hotel and Country
Club. The gathering, the first ever held for BLNG
and Refinery was participated by the respective
focal groups.
Present as the Guest of Honour was the Acting
Managing Director of BLNG, Hj Matsatejo
Sokiaw.
06
In his speech, the Acting Managing Director of
BLNG reminded the group that the team is one
of the valuable assets representing BLNG and
Refinery and act as the Ambassador for BLNG
HSE. It was also highlighted that the team has
contributed in the improvements of HSE in BLNG
and Refinery, which among them are: Reviewing
of PAKAT; Improvement of smoking area, sign
board, waste segregation, washing facilities and
the Canteen; Permit To Work (PTW) and Personal
Protective Equipment (PPE) audit; Bicycle and
reducing TRC’s (Total Recordable Cases) and
preparing toolbox talks and HSE awareness
campaign; Environmental awareness; Reducing
fire incidents; and ISO14001 Environmental
health checks. All these contributions and
effective monitoring have given an impact to
BLNG and Refinery towards achieving the best
safety records and towards HSE excellence in its
operation.
The group was urged to be active and proactive in
meeting HSE challenges specifically on behavioural
aspects. It was highlighted that Managing HSE is
a very dynamic and varying process primarily for a
matured organisation. It is about managing HSE
practices and managing people’s behaviour. In
addition, the group was reminded on the word
‘compliance’ as stressed by BLNG’s Managing
Director. It is about the compliance on Procedures
and standards; Competency needs and training;
Permit to work system; Hazard & risk management;
HSE Meetings and toolbox talks; and everything
that is done in managing all activities. The
message is to stop any acts and discuss up front
before any accident happen if the action is thought
to be unsafe.
HEALTHY LIFESTYLE ROADSHOW
“BLNG continuously demonstrates supportive
environment to individuals who wish to change
their lifestyle” This was said by the Senior
General Manager (Plant) Awang Hj Matsatejo
Sokiaw in his speech, during the launching of the
4 day road show on Monday, 28 November 2005.
The roadshow was aimed at instilling awareness
among BLNG employees on the importance of
leading a healthy lifestyle.
In addition he highlighted that BLNG has been
organising monthly fun run to & from the Liang
Lumut Recreation Club / Lumut beach. The
objectives for the fun run are to maintain the
health of the workforce through inculcating
individuals to take charge of their own health,
foster a better rapport amongst employees’
after-work and supporting “Work-Life balance”
initiatives. As part of the effort to further promote
a healthy lifestyle, BLNG also sponsored more
than 70 staff to join Brunei 1st Marathon on 11
December 2005.
Activities organised throughout the week in
conjunction with the roadshow included a health
talk entitled ‘Take care of your health, you only
have one’ delivered by Dr Norazua Ridzwan, a
medical officer from Panaga Health Centre, an
exhibition and quiz as well as a health screening
programme for staff.
As incentives, prizes were also awarded to those
who have attained the most improved healthy
lifestyle programme monitored over a certain
period of time. This includes six personnel who
have managed to quit smoking and some who
have successfully reduced their health risk from
high to medium and from medium to low.
The Healthy lifestyle programme (HLP) first
launched back in 1997, has become an essential
tool in promoting health in the workplace. The
theme for 2005 road show is ‘Eat Right, Love
Your Body and Your Family’
SIGNING OF ‘FRAMEWORK FOR COOPERATION’
IN DOHA, QATAR
By: Anita Harun (HRL)
In December 2005, the Joint Venture Human
Resources (JVHR) Forum ‘Framework For
Cooperation’ was signed at the Gas Plant
Managers meeting in Doha, Qatar. Signing on
behalf of BLNG was the Operation Manager, Hj
Abdul Rahman Hj Sirat. Among those attending
the ceremony were Linda Cook, Shell GP
Executive Director, and Bob Fryer, Shell GP
Executive Vice President for Human Resources
& External Affairs.
The objective of the Framework is to guide
proceedings and cross-posting assignments for
the benefit of broadening employee skills and
competencies.
The primary objective of the JVHR Forum is to
develop staff across
Shell related JVs through
cross-postings.
The
focus has, however,
broadened to include
shared
learnings
in other HR issues
including
competence
development processes
and systems, leadership
and
development
framework, performance management systems,
position benchmarking/job evaluation, and HR
policy development.
Brunei LNG has been an active member of the
Forum since its establishment in December 2003.
Other members of the Forum include Nigeria
LNG (NLNG), Oman LNG (OLNG), Malaysia LNG
(MLNG), Sakhalin Energy Investment Company
(SEIC) and Woodside Energy (North West Shell
JV). In March 2005, BLNG hosted the quarterly
JVHR Forum meeting.
07
VISITORS TO BRUNEI LNG
ASEAN STUDENTS EXCHANGE PROGRAMME
DEPUTY MANAGING DIRECTOR OF NIGERIA LNG
JAPANESE BUYERS
DEPUTY MANAGING DIRECTOR OF OMAN LNG
08
VISITORS TO BRUNEI LNG
BLNG CHAIRMAN AND BOARD OF DIRECTORS
SINGAPORE-BRUNEI STUDENTS IMMERSION PROGRAMME
SCIENCE COLLEGE
THE COMMISSIONER OF ROYAL BRUNEI POLICE FORCE
09
EMERGENCY EXERCISE ‘MERBOK’
An emergency exercise entitled ‘Merbok’ was held
on December 2005 at LPG plant in Lumut. The
objectives of the exercise were to test emergency
members in their roles and responsibilities based
on the Emergency Response Manual (ERM), and
to test the effectiveness of communication and
response within BLNG and 3rd parties.
The scenario was based on a leakage incident
at one of the carousels releasing C3 as a result
of corrosion. Due to the leakage, sparks from
the LPG cylinders knock each other. As a result
the pressure was escalated and two LPG plant
operators were reportedly injured. This has
caused the ECC Team to declare a major alarm.
The exercise lasted around 45 minutes. After the
exercise all the parties involved were invited to a
feedback session.
All the observations and reports were recorded
for improvements.
BLNG MANAGEMENT MEMBERS VISIT PENGHULU
AND KETUA KAMPONG
As part of the company’s annual tradition during
Hari Raya, the management of Brunei LNG led
by its new Managing Director, Fred Smeenk
paid courtesy calls cum Hari Raya visits to the
Penghulu of Mukim Liang as well as the KetuaKetua Kampong of Lumut 1 and Lumut 2. The
visit is to foster closer rapport with the local
community of Mukim Liang.
10
It was noted during the visit that contributions
made by BLNG have benefited the Mukim. BLNG
which has been in operation in Lumut for more
than 30 years last year built and donated the
Liang Lumut Recreation Club to the community.
The visits has enabled BLNG and the Penghulu
and Ketua-Ketua Kampong to exchange ideas
on how to enhance the relationship and at the
same time seek ways for the improvement of
the mukim and villages.
45 BLNG AND REFINERY EMPLOYEES
RECEIVE LONG SERVICE EMBLEMS
An evening full of excitement was held on
Saturday, 14 January 2006, when Brunei LNG
Sdn Bhd and the Refinery honoured 45 of its longservice employees in an annual Emblem Night
held at the Rizqun International Hotel in Gadong.
Present as guest of honour was Dato Paduka Haji
Hamdillah bin Haji Abd Wahab, Deputy Minister
of Industry and Primary Resources, who was the
former Managing Director of Brunei LNG until his
appointment as Deputy Minister in May last year.
Of the recipients, 10 received their long service
emblems for completing 30 years of service, 13
achieved 25 years, and 12 recipients completed
20 years while the rest reached 15 and 10 years
of service.
In his welcoming speech, Mr Fred Smeenk,
the Managing Director of Brunei LNG spoke
about several significant milestones achieved
by the company in 2005 including the delivery
of the 5000th cargo of LNG to Japan in June,
the completion of the Main Cryogenic Heat
Exchangers (MCHE) replacement project in
August, the signing of an agreement with
IDBB which paved the way for the issuance
of Brunei’s first Islamic Bond under the Islamic
concept of Sukuk Al-Ijarah in September and the
achievement of 8 million combined man-hours
without Lost Time Injury (LTI) in December. The
Brunei Refinery, meanwhile also achieved an
outstanding safety performance with 22 years of
operations without Lost Time Injury, a record in
the industry.
Brunei LNG, he said will continue to sustain its
operational and HSE excellence as it embarks
on other major projects under the Asset
Reference Plan (ARP) such as the power project,
the rejuvenation of its cooling towers, valves
replacement and others. The challenges in
the years ahead are to ensure maximum plant
availability and reliability while preparing itself for
contract extension beyond 2013.
On human resources, efforts to recruit a whole
new generation of staff to take over from those
approaching retirement are being intensified and
Bruneianisation continues to be of high priority.
In 2005 alone, there was a slight increase in
the number of BLNG staff, ending the year
with 430 in total, 92.3% being Bruneian. 4
qualified engineering graduates were recruited
while 11 Operation Technicians and 7 HND
graduates successfully completed the Technician
Progression Schemes. 4 BLNG sponsored
students are still undergoing their undergraduate
studies abroad.
7 BLNG staff is undergoing cross-posting
assignments in Nigeria LNG, Oman LNG, Shell
Gas & Power Japan, Shell Global Solutions
International (SGSI) including the posting of
BLNG’s former Senior Plant Manager, Hj Mohd
Said Ahmad to Woodside LNG, Australia to
assume the role of General Manager.
In the functional performers the Operation Division
was judged the winners while the second and
third places went to Corporate Affairs and The
Refinery respectively.
The event was also attended by the
Ambassadors of Japan and Korea, the British
High Commissioner, senior government officials
and Brunei LNG and Refinery management and
staff.
11
HARI RAYA ‘OPEN HOUSE’
Brunei LNG held a Hari Raya ‘Open House’ on
14th November 2005, an opportunity for all staff
to sample the various Hari Raya delicacies such
as satay, fried mee, nasi briyani, beef rendang,
chicken curry as well as cakes and biscuits.
The event began with a brief remarks by Mr
Fred Smeenk, Managing Director of Brunei
LNG, who extended his Hari Raya greetings to
all the muslim staff and their respective families.
He was delighted to note that despite the busy
schedule the important day for the employees is
remembered and celebrated.
The celebration was also blessed with a doa
selamat read by Mohd Jamri Jaafar, a BLNG
employee.
BLNG AND REFINERY PRESENT DONATIONS TO
MUKIM LIANG ORPHANS
It was the most exciting moment for some 70 orphans from Mukim Liang when they were presented
with cash donations from Brunei LNG (BLNG) and Refinery at a Hari Raya get-together. The event
took place on Friday, 2 December 2005 at the residence of BLNG’s Corporate Affairs Manager, Hjh Zainab Omar. Present to hand over the donations were
BLNG’s Managing Director, Mr Fred Smeenk and other managers of BLNG and the Refinery.
The gesture was part of the company’s commitment to assist the orphans in preparing themselves for the new school year and was held in conjunction with
Hari Raya Aidil Fitri.
Besides contributing to the orphans within the Mukim, Brunei LNG also contributes $15,000 annually to the Pengiran Muda Mahkota Fund for the Orphans
of the Sultan Haji Hassanal Bolkiah Foundation. The contribution is considered the company’s long-term support for the orphans in the country.
12
FEATURED ARTICLE
Many of us claim our days are never wasted. “I’m very
organised” we say “I know where I am going and what
I’m going to do”. If you truly feel that way then you are in
the minority. Most people become frustrated with a day
that is unproductive . We would all like to get more done
in a day.
The idea of time management has been in existence
for more than 100 years. Unfortunately the term “Time
management” creates a false impression of what a person
is able to do. Time can’t be managed, time is uncontrollable
we can only manage ourselves and our use of time.
Time management is actually self management. Its
interesting that the skills we need to manage others are
the same skills we need to manage ourselves: the ability
to plan, delegate, organise, direct and control.
There are common time wasters which need to be
identified. In order for a time management process
to work, it is important to know what aspects of our
personal management need to be improved. Below you
will find some of the most frequent reasons for reducing
effectiveness in the workplace. Tick the ones which are
causing to be the major obstacles to your own time
management. These we refer to as your “Time Stealers”.
Identifying your time stealers
• Interruptions - telephone
• Interruptions - personal visitors
• Meetings
• Tasks you should have delegated
• Procrastination and indecision
• Acting with incomplete information
• Dealing with team members
• Crisis management (fire fighting)
• Unclear communication
• Inadequate technical knowledge
• Unclear objectives and priorities
• Lack of planning
• Stress and fatigue
• Inability to say “No”
• Desk management and personal disorganisation
Fortunately there are strategies you can use to manage
your time, be more in control and reduce stress, but you
can analyse your time and see how you may be both the
cause and the solution to your time challenges.
Below, we examine time management issues in
more detail
1. Shifting priorities and crisis management. Management
guru Peter Drucker says that “crisis management is
actually the form of management preferred by most
managers” The irony is that actions taken prior to the
crisis could have prevented the fire in the first place.
2. The telephone. Have you ever had one of those days
when you thought your true calling was in Telemarketing.
The telephone-our greatest communication tool can
be our biggest enemy to effectiveness if you don’t
know how to control its hold over you.
3. Lack of priorities/objectives. This probably the biggest/
most important time waster. It affects all we do both
professionally and personally. Those who accomplish
the most in a day know exactly what they want to
accomplish. Unfortunately too many of us think that
goals and objectives are yearly things and not daily
considerations. This results in too much time spent
on the minor things and not on the things which are
important to our work/lives.
4. Attempting too much. Many people today feel that they
have to accomplish everything yesterday and don’t
give themselves enough time to do things properly.
This leads only to half finished projects and no feeling
of achievement.
5. Drop in visitors. The five deadliest words that rob your
time are “Have you got a minute”. Everyone’s the
culprit-colleagues, the boss, your peers. Knowing how
to deal with interruptions is one of the best skills you
Time Management: Manage yourself, not your time
can learn .
6. Ineffective delegation. Good delegation is considered a
key skill in both managers and leaders. The best
managers have an ability to delegate work to staff
and ensure it is done correctly. This is probably the
best way of building a teams moral and reducing your
workload at the same time. The general rule is this:
if one of your staff can do it 80% as well as you can,
then delegate it.
7. The cluttered desk. When you have finished reading
this article look at your desk. If you can see less than
80% of it then you are probably suffering from ‘desk
stress’. The most effective people work from clear
desks.
8. Procrastination. The biggest thief of time; not decision
making but decision avoidance. By reducing the
amount of procrastinating you do, you can substantially
increase the amount of active time available to you.
9. The inability to say “no!”. The general rule is; if people
can dump their work or problems on to your shoulders
they will do it . Some of the most stressed people
around lack the skill to ‘just say no’ for fear of upsetting
people.
10. Meetings. Studies have shown that the average
manager spends about 17 hours a week in meetings
and about 6 hours in the planning time and untold hours
in the follow up. I recently spoke to an executive who
has had in the last 3 months 250 meetings. It is widely
acknowledged that about as much of a third of the
time spent in meetings is wasted due to poor meeting
management and lack of planning. If you remember
your goal is to increase your self management, these
are the best ways to achieve this;
There are many ways we can manage our time. We
have listed some strategies you can use to manage
your time.
1. Always define your objectives as clearly as
possible.
Do you find you are not doing what you want because
your goals have not been set. One of the factors which
mark out successful people is their ability to work out
what they want to achieve and have written goals which
they can review them constantly. Your long term goals
should impact on your daily activities and be included
on your “to do” list. Without a goal or objective people
tend to just drift personally and professionally
2. Analyse your use of time.
Are you spending enough time on the projects which
although may not be urgent now are the things you
need to do to develop yourself or your career. If you
are constantly asking yourself “What is the most
important use of my time, right now?” it will help you to
focus on ‘important tasks’ and stop reacting to tasks
which seem urgent (or pleasant to do) but carry no
importance towards your goals.
3. Have a plan.
How can you achieve your goals without a plan.
Most people know what they want but have no plan
to achieve it except by sheer hard work. Your yearly
plan should be reviewed daily and reset as your
achievements are met. Successful people make lists
constantly. It enables them to stay on top of priorities
and enable them to remain flexible to changing
priorities. This should be done for both personal and
business goals.
4. Action plan analysis.
Problems will always occur, the value of a good plan is
to identify them early and seek out solutions. Good time
management enables you to measure the progress
towards your goals because “What you can measure,
you can control”. Always try to be proactive.
Time management (or self management) is not a hard
subject to understand, but unless you are committed to
build time management techniques into your daily routine
you’ll only achieve partial (or no) results and then make
comments such as “I tried time management once and it
doesn’t work for me”. The lesson to learn is that the more
time we spend planning our time and activities the more
time we will have for those activities. By setting goals and
eliminating time wasters and doing this everyday you may
find you will have extra time in the week to spend on those
people and activities most important to you.
The following time management techniques and strategies are designed to
help you manage your time and gain greater control of your life
General Tips and Techniques
• Clear your desk and plan your activities for the next day.
• First list your ‘time specific items, e.g. meetings and then write down the
tasks you have to complete.
• Once you have prioritised your tasks, make a ‘to do’ list and work through
the items in priority order.
• Ensure that you have given yourself sufficient time to complete your ‘to do’
list, taking into account your daily interruptions.
• Do difficult jobs first, when you are at your best. Look after minor jobs
when you are tired.
• Fix deadlines for all jobs and stick to them. A task should only take the
time set aside for it.
• Do not postpone important matters that are unpleasant. Jobs rarely get
more pleasant by being postponed. Do it now!
• Try to arrange set times for jobs such as going through the mail, talking
with your manager or staff, computer input, etc.
• Try to fix definite times when you would not like to be disturbed, and make
the system work except for genuine emergencies.
• Plan your telephone calls. Make a brief note of what you want to say and
what you want to find out. It saves time later.
• If you have several phone calls to make, do them all in a burst.
• When you start a piece of work, try to finish it without interruptions. If you
have to finish it later, you will lose time picking up where you left off.
• Arrange your breaks at times when you cannot work effectively.
• Plan some time for discussing routine matters with your colleagues. Then
you avoid interrupting each other all the time.
• Learn to say ‘No’. Get used to asking yourself ‘Am I the right person for
this job?’
• Monitor how you use your time, and make conscious changes to your
behaviour.
• Stress and fatigue are rarely caused by the things you have done, but by
the thought of what you haven’t done!
• Make a habit of finishing the main job of the day before you go home.
CLEAR YOUR DESK!
• ‘Paper talk’ alone can cost you an hour a day in looking for things and
constant distractions.
• Many people have developed the habit of their office becoming a giant ‘todo’ list; papers; ‘some day’ stacks; files; letters; in-trays; phone messages,
etc. lying around all screaming ‘LOOK AT ME’, ‘DEAL WITH ME’. Here are
some useful hints for silencing the ‘paper talk’.
• Put any in/out trays in a drawer or behind you on a credenza (or even
outside your office) but not on your desk.
• Make it a real IN-tray, not a miscellaneous file.
EFFECTIVE USE OF THE MASTER FILES
• Discard all non relevant documents (up to 85% of the documents retained
by an organisation will never be looked at again).
• Remove all items from desk (each piece of paper on your desk will distract
your attention 5 times a day).
• Reorganise your shelves; give preference to cupboard and shelves rather
than filing cabinets (25% space saving).
• Identify, reorganise and re-label all your files clearly.
• Avoid fat files by all means; you ale better off sub-dividing subjects and
grouping these sub-files into a large filing box.
• Use colour coding facilities (e.g. red/marketing, green/customers, etc)
PHONECALLS
• Never hold on. Instead agree a time to ring back or leave a message and
your phone number.
• If someone is unavailable find out the best time to call back, or leave your
number.
• If you need to make regular calls agree upon a mutually beneficial time.
• Learn to leave clear messages on other people’s answerphones. Always
leave your name and phone number if you want them to ring you back.
INCOMING CALLS CHECKLIST
• If possible train your PA or a member of your staff to screen calls and refer
them to others.
• Let the caller know your time constraints.
• Always keep a pen and pad by the phone.
• If you get a call asking for information you don’t have immediately to hand,
don’t look for it: arrange to call back later.
INTERRUPTIONS CHECKLIST
• If you have an unexpected visitor:
• Establish at the start why they have come to see you.
• Stand when they enter the room, so that they also remain standing.
• If it’s necessary for you to deal personally with them suggest a later
meeting, at your convenience.
• Whenever possible, suggest a meeting in their office.
• Set time limits to your discussion.
• Avoid engaging in small talk.
• If you have a secretary/PA, agree a clear policy about who can have
access to you and who they should deal with.
• If you really can’t get them out of your office, leave the office yourself.
Source:http://www.tsuccess.dircon.co.uk/timemanagementskills.htm
13
LLRC AS A VENUE FOR RECREATIONAL
ACTIVITIES
By: Norizah Harun, LLRC
The Liang Lumut Recreation Club (LLRC) which
is situated at Jalan Pantai, Lumut caters for a
variety of sporting, social and corporate events
and activities since its operations in July 2004.
The club is proud of its multi functional facilities that
include the popular salt water lagoon swimming
facility, a multi purpose hall for badminton,
volleyball, netball, a gym, billiard and snooker
room, darts, restaurant and a meeting room. Its
surrounding landscape and well maintained front
lawn facing the sandy beaches, makes LLRC
as one of a sought-after recreational venues in
Brunei Darussalam.
The LLRC has appointed Smart-Thinking
Administrative Resource Services (STARS) with a
staff of 10 to manage the day-to-day activities of
the club.
•
•
•
The LLRC boasts a membership of over 500
members comprising residents and employees
of various companies in the Mukim Liang.
In December 2005, the LLRC restaurant began
its operation.
•
•
Activities held at the Liang Lumut Recreational
Club include:
• Futsal
• Netball
• Volleyball
• Badminton Tournaments
• Chinese New Year
• Majlis Ramah Mesra for the Mukim Liang
residents organised by Majlis Ketua
•
•
•
Kampung.
Health Screening Campaign from Suri Seri
Begawan Hospital, Kuala Belait
Meeting for MPM (Majlis Perundingan Mukim
– Mukim Consultative Councils) Mesyuarat
Agong Pemilihan dan Lantikan Majlis
Perundingan Mukim Liang Lumut
Menjejak Kampong (3 Days) organised by
Sg Liang and Lumut residents with various
fun activities involving Radio Television Brunei,
MPK Lumut 1 and the Kuala Belait District
Office
Motivation Day for students of Sekolah
Rendah Sungai Tali, Lumut
Bazaar/Exhibition Road Safety Campaign
by Brunei LNG
BLNG/Refinery Family Day
BSP – Away Day Program
Wedding Reception
Various tournament were also held at the club
such as:
• Volleyball for Balai Polis Sungai Liang
• Pencak Silat for Brunei Darussalam National
Day 2005
• BLNG Futsal FM Challenge Trophy
• A National Chess Competition organised by
the Brunei Chess Federation
• Badminton for 1st Anniversary of LLRC
• 16th BLNG /MLNG Games.
In addition to the facilities, twelve beach huts
sponsored by local contractors were built in front
of the building.
14
JOINERS
Fred Smeenk
Managing Director
Hjh Zainab M A Omar
Corporate Affairs
Manager
De Jong Emilius
CJN
Technical Manager
Yaakub Hj Ahmad
Head Maintenance
Execution
Pabillore, Arnold
Magallanes
Head Competence
Development
Nelson Preminger
Senior Operations
Technician
Hj A Emran B Hj
Panjang
Technical Assistant
Donald Alfenso
Electrical Engineer
Shahrizal Nazrin
Salleh
Senior Firemen
Thangamalai P
Instrument Engineer
Senthil Kumar
Paramasivam
Process Technologist
Aidil Nizam Hj Abdul
Rahman
Graduate Development
Trainee
Sivaperuman
Narayanan
Senior Operations
Technician
Hashim Hj Md Deli
Security Officer
H Maria Elena PDP Hj A
Rahman
Graduate Development
Trainee
Hjh Rapiah Hj Mat Daud
Head, Recruitment &
Liaison
Hjh Kam’Ainun Hj Abd
Karim
Business Analyst
LEAVERS
Retirement
Cross-posting
to Woodside
Retirement
NA
End of
Cross-posting
assignment
End of
assignment
Abdul Walid Hj Mohd
Taufik
Senior Instrument
Technician
Chiang Sung Koon
Instrument
Technician
Hj Mohd Said Ahmad
Senior Plant Manager
Chiew Eng Hong
General Shift
Supervisor
Waleed Al-Shaaily
Reliability Engineer
Peter Groeneweg
Technical Manager
Hjh Norul Hasanah
HH Asshari
Graduate Development
Trainee
Dk Adimasyaton Pg
Omar Ali
Process Technologist
Dk H Noormi Salwa
Pg Hj Damit
Graduate Development
Trainee
Pg Hjh Hajijah Pg Hj
Matarsat
Corporate Affairs
Manager
Cross-posting
to the Refinery
Cross-posting
to SGSI, KL
Study leave
End of
assignment;
back to BSP
15
DEDICATED YEARS OF SERVICE TO BLNG & REFINERY
30 years
25 years
20 years
Hj. Abd. Rahman
Hj. Sirat
Pg. Hj. Ali b. Pg.
Hj. Matarsat
Gilbert Habets
Yaakub Hj.
Ahmad
Hj Abdul Ranni
b Hj Julaihi
Hj Mohamad b
Hj Salleh
Hanafi b. Hj.
Sabtu
Hj. Mohd. Ashar
b. Hj. Sanif
Hj. Md. Yusof b.
Hj. Koya
Juhar b. Hj.
Lahid
Chong Chen
Fatt
Peter Ang
Jasin b Md Juni
Jamaludin b. Hj.
Metussin
Parisan b. Agan
Hanafi b. Hj. Nor
Hj. Ramli b. Hj.
Janai
Pg. Jaludin b.
Pg. Hj. Damit
Rieder Dennis
Norshikah
Abdullah
Aminuddin b. Hj.
Mohammad
Hj. Nordin b. Hj.
Ahmad
Hj. Zulaiehi b.
Hj. Abidin
Kees de Boon
Hj. Tujuh b. Hj.
Saidin
Taib b. Mat Idris
Hjh. Rokiah
Abdullah
Wee Hong Ngi
Samsudin Hj.
Yusof
Hjh. Kamsiah b.
Hj. Bungsu
Fong Chee Kak
Mohd Zaini
Jimin
Shakespear Md.
Shahziar
Nor Haim Abd.
Rahman
Hj. Ismail b. Hj.
Zainal Abidin
Hjh. Norlia Dato
Hj. Kifli
Dk. Hjh. Adimasyaton
Pg. Omar Ali
Asli b. Rajap
Ak. Ahmad Pg.
Badarudin
Hjh. Mariam Hj.
Bujang
Abd. Samad b.
Ahmad
Abd. Ghani b.
Abd Latip
Yusnani b. Hj.
Yusof
Mohd. Saiful Rizal
b. Mat Tusin
Yap Yee Yaw
Brunei LNG Sdn. Bhd. Lumut, KC2935 Tel: +673 3236901-912 Fax: +673 3236892 Website: www.blng.com.bn
16
15 years
10 years