Made for all the employees of the PETRONAS LNG Train 9 Project

2. CONTENTSynopsis On The IIF Program 31
56
36
57
Introduction To The Train 9 Project03
Subcontractor Achivement Man Hours18
Going Home Happily, Together15
Featured Employees
A Leader Within...
12
20
Million Manhours Without LTI
Celebration Photos
Train 9 Project’s
10 16
Train 9 Project Activity Timeline
Culture Visit :
Behind The Scenes
Bahasa translation
My Buddy : A SAFETY POEM
22
23
24
26
30
33
34
35
18
19
Greendays Incentive Program Promo
Monthly HSE Awards improvement Program
Safety Poster Campaign / Contest
STARRT Improvement Program
Sarawak Tourist Spots Near Bintulu
Bintulu Destinations
Malaysia
KAEFER
MSI
Our Train 9 Progress
48
52
October 2014
November 2014
Featured Subcontractor Leaders
0808
09
10
11
Mr. Lau Eng Tiong - MSI
Mr. Sivakumar Ramasamy - NAIM
Mr. Hiroyuki Saito - NEX
Ms. Mellisa Siena - TEAMPLEX
Featured Project Leaders 0404
05
Mr. Pandai Othman
Mr. Mohd. Yasin Mohd. Yusoh (MyMy San)
06
07
Mr. Tetesuya Muramoto
Mr. Takehiro Oki

4. r Pandai Othman, our Petronas LNG Train 9 Project Director, has been
involved in the LNG Train 9 project from the very start of the project for 3
Myears since 2011. He is married, has an 18 year old daughter, and 2 sons,
ages 14 and 10. One of his hobbies is biking. He has, as a matter of fact, gone thousands
of kilometres on his bike, in Australia and Malaysia. This is his passion. Another
interesting hobby is his love for cooking and when he goes back to visit his family he will
help his wife by cooking for his family. His favourite dish is Japanese Koi. In fact in his
office he has a huge picture of a Japanese Koi on his calendar.
Mr Othman shared to us his concern about the current downtime in our LNG Train 9
project, but was quick to note that he was happy with the achievement so far by his team,
having seen the project from the beginning until today. We found out that he is very
passionate about the value of this project to world history. The normal duration an LNG
project of this scale is between 42 to 45 months, but his team plans to complete the project within 33 months, a feat never before
achieved in worldwide history. One of the key factors that enabled his team to aim this high was their
brilliant manoeuvring early in the project. During the FEED stage, his team called for the design work
to be done before construction commenced, and that enabled the instant execution of the plan
when the contract was awarded to JGC, allowing much of the construction to start much earlier
than normal.
He is proud of his team's achievement for delivering 0 LTI with 10 million man hours. He also
stressed the importance of relationship in this project saying that openness and transparency
is highly regarded between Petronas and JGC. Because of this openness and transparency,
surprises have been kept to the minimum and many problems have been resolved
before they become critical. He was especially happy to note that visitors to Train
9 have remarked about the workers good attitude, that they are generally happy
at work, greeting them with smiles. To Mr. Othman, being happy at work is
foremost important, because according to him people that come to work
with a positive outlook will be more productive than people that come to
work just for the salary.
However, he wishes that productivity and human resource wastages
can be reduced by making use of idling workers at site. More efficient
and smart micromanagement is needed to maximize these
resources.
Mr. Othman is determined to catch up on the delay all are currently
facing. December 7, 2015 is his target to start up LNG Train 9. He
expressed his positive feelings about the future and he is excited
to take on the challenge as it comes.
r Pandai Othman, our Petronas LNG Train 9 Project Director, has been
involved in the LNG Train 9 project from the very start of the project for 3
Myears since 2011. He is married, has an 18 year old daughter, and 2 sons,
ages 14 and 10. One of his hobbies is biking. He has, as a matter of fact, gone thousands
of kilometres on his bike, in Australia and Malaysia. This is his passion. Another
interesting hobby is his love for cooking and when he goes back to visit his family he will
help his wife by cooking for his family. His favourite dish is Japanese Koi. In fact in his
office he has a huge picture of a Japanese Koi on his calendar.
Mr Othman shared to us his concern about the current downtime in our LNG Train 9
project, but was quick to note that he was happy with the achievement so far by his team,
having seen the project from the beginning until today. We found out that he is very
passionate about the value of this project to world history. The normal duration an LNG
project of this scale is between 42 to 45 months, but his team plans to complete the project within 33 months, a feat never before
achieved in worldwide history. One of the key factors that enabled his team to aim this high was their
brilliant manoeuvring early in the project. During the FEED stage, his team called for the design work
to be done before construction commenced, and that enabled the instant execution of the plan
when the contract was awarded to JGC, allowing much of the construction to start much earlier
than normal.
He is proud of his team's achievement for delivering 0 LTI with 10 million man hours. He also
stressed the importance of relationship in this project saying that openness and transparency
is highly regarded between Petronas and JGC. Because of this openness and transparency,
surprises have been kept to the minimum and many problems have been resolved
before they become critical. He was especially happy to note that visitors to Train
9 have remarked about the workers good attitude, that they are generally happy
at work, greeting them with smiles. To Mr. Othman, being happy at work is
foremost important, because according to him people that come to work
with a positive outlook will be more productive than people that come to
work just for the salary.
However, he wishes that productivity and human resource wastages
can be reduced by making use of idling workers at site. More efficient
and smart micromanagement is needed to maximize these
resources.
Mr. Othman is determined to catch up on the delay all are currently
facing. December 7, 2015 is his target to start up LNG Train 9. He
expressed his positive feelings about the future and he is excited
to take on the challenge as it comes.
Project Director, PL9SBProject Director, PL9SB
Mr. Pandai OthmanMr. Pandai Othman
Featured
Project Leader

5. CONSTRUCTION HEAD,PL9SBCONSTRUCTION HEAD,PL9SB
Mr. Mohd. Yasin Mohd. Yusoh (MyMy San)Mr. Mohd. Yasin Mohd. Yusoh (MyMy San)
Featured
Project Leader
r. Mohd. Yasin, or 'MyMy', as he is fondly called, is the Head of Construction
for the Train 9 Project. He has been working at MLNG for 6 years. TheApril
1, 2012 is the date he first started working on the Train 9 project. Mr. Mohd.MYashin spent 10 years in New York, U.S. A. studying and working. He is married with 4
children and is from Seremban. He enjoys reading motivational books, among them
'Think Big' by Benjamin Carson. He enjoys golf, and in fact he has representedTrain 9 in golf tournaments.
He is feeling optimistic about his team's ability to complete the project by December 7, 2015. He gave the probability to complete
on time at about 80% as of this moment. He stressed the need for JGC to deliver, and to be open and transparent about any issues
pertaining to the Project. MLNG in Sarawak has been, and until now, contributing to of Sarawak's economy. He is
passionate about creating employment opportunities for Sarawakians, both to its companies and locals. He
credited the current project accomplishments so far to the high performance, and spirit of people that is of
the same objective as with his team. As a result, his team has high confidence in the Train 9 Project
Mission, which makes the probability of completing the Project on time a reality than just plain theory. He
noted that more improvement can be made by the Contractor being more open and transparent.
Weather is a big issue in hampering progress, and the down time needs to be managed. He stressed that
Piping work is currently a source of concern, however he is confident that with the pre-emptive actions
he and the Project Team are taking, they will see an acceleration in the piping work which will
portend the success in completing the project on time.
He highlighted certain issues like cable pulling, which must be finished before the rainy
season, and he wants 90% of the equipment to be installed by November 2014. He notes
that improvement must be made to the drainage and access ways. During the months of
March andApril 2015, there will be a peak in activities, and the next challenge will be to create
an environment where people from different race and nationality can work together in
harmony. He is particularly proud of the fact that he made sure to take care of the worker's
health and wellbeing by providing them good accommodations instead of make shift
accommodations. He stressed the fact that a worker that is well rested and mentally fresh
will come to work happy and productive. Among his strategies is to continue to review, and
improve, throughout the duration of the Project. Finally, he stressed the importance of
loving your job and that the outcome of a worker that loves his/her job, versus a worker that
works just for salary, is vast. He tries hard to create an ideal environment to make his team
productive.
r. Mohd. Yasin, or 'MyMy', as he is fondly called, is the Head of Construction
for the Train 9 Project. He has been working at MLNG for 6 years. TheApril
1, 2012 is the date he first started working on the Train 9 project. Mr. Mohd.MYashin spent 10 years in New York, U.S. A. studying and working. He is married with 4
children and is from Seremban. He enjoys reading motivational books, among them
'Think Big' by Benjamin Carson. He enjoys golf, and in fact he has representedTrain 9 in golf tournaments.
He is feeling optimistic about his team's ability to complete the project by December 7, 2015. He gave the probability to complete
on time at about 80% as of this moment. He stressed the need for JGC to deliver, and to be open and transparent about any issues
pertaining to the Project. MLNG in Sarawak has been, and until now, contributing to of Sarawak's economy. He is
passionate about creating employment opportunities for Sarawakians, both to its companies and locals. He
credited the current project accomplishments so far to the high performance, and spirit of people that is of
the same objective as with his team. As a result, his team has high confidence in the Train 9 Project
Mission, which makes the probability of completing the Project on time a reality than just plain theory. He
noted that more improvement can be made by the Contractor being more open and transparent.
Weather is a big issue in hampering progress, and the down time needs to be managed. He stressed that
Piping work is currently a source of concern, however he is confident that with the pre-emptive actions
he and the Project Team are taking, they will see an acceleration in the piping work which will
portend the success in completing the project on time.
He highlighted certain issues like cable pulling, which must be finished before the rainy
season, and he wants 90% of the equipment to be installed by November 2014. He notes
that improvement must be made to the drainage and access ways. During the months of
March andApril 2015, there will be a peak in activities, and the next challenge will be to create
an environment where people from different race and nationality can work together in
harmony. He is particularly proud of the fact that he made sure to take care of the worker's
health and wellbeing by providing them good accommodations instead of make shift
accommodations. He stressed the fact that a worker that is well rested and mentally fresh
will come to work happy and productive. Among his strategies is to continue to review, and
improve, throughout the duration of the Project. Finally, he stressed the importance of
loving your job and that the outcome of a worker that loves his/her job, versus a worker that
works just for salary, is vast. He tries hard to create an ideal environment to make his team
productive.
5

6. Muramoto-San was born in 1966 and joined JGC in 1988. He joined JGC as
a trainee under Oki-San. Muramoto-San now serve as the JGC project
director for the train 9 project. He has a very interesting JGC ID number,
“000”. Muramoto-San was born in Osaka but grew up in Nara. He moved to
Yokohama in 1988 when he joined JGC. His family consists of 1 wife 1 elder
daughter 19 years old studying towards a pharmaceutical degree, 1 boy in
high school and a Japanese Shiba dog which he insist is also part of the
family. His hobby is taking long walks with his wife and his dog and he does
so every time he comes back to Japan for vacation. His other interest is
the project manager of Nippon Express Washiyama San and him are old
drinkingbeer.
friends and they met when they were young and when JGC had their first
His first year of the project was spent in Japan during the initial stages. He
project with Nippon Express as their subcontractor. He fondly recall his
was involve in the Train 9 design, equipment fabrication and purchase of
memoriesofthemwhentheystartedworkingtogethermanyyearsback.
project materials. By 2013 March and April the Train 9 design work was st
WhenthesubjectshiftedtoTrain9projecthesaysthatthisisthe1 projectin
about complete. Muramoto-San then moved to Bintulu from Japan to head
the world of this scale that have a plan to finish in 33 months and because of
the Train 9 project as JGC project director. He now overlook everything
this target the job is very challenging. There have been setbacks however
regarding the project and express that his biggest responsibility is keeping
when he show the train 9 photos to his management in Japan they were very
the project on schedule, maintaining quality, improving HSE and manage
impress with the speed and progress of the project. He was quick to express
issueswithaccommodation.
his appreciation to his staff under him for doing a good job so far. But he
He says so far the project has been very challenging however he was quick
caution that to achieve the target of 33 months they need to ram up effort
to note that JGC's relationship with Petronas have been very good despite
from his staff and subcontractors. He feels positive about reaching the
the rough situations. He stress the importance of being open and
projectdeadlinebutheaddedthatsafetymustnotbecompromisedandwish
transparent with Petronas so that problems can be resolve fast to prevent
that everyone in Train 9 project will continue to keep up with good safety
them from becoming critical. He also insist that his staff be open and
practices.
transparenttotheirmanagement.
He says that learning should never stop and even at his age of 52 he is still
When the subject about Petronas came up, he said with a wide smile that
learning something new every day. He pointed out again that good
Petronas and JGC had a long and good relationship that have span
relationshipbetweenJGCandsubcontractorhasmadethejobeasier.
decades. He said that JGC and Petronas built MLNG 1, 2 and 3 so train 9 is
In terms of improvement he says that there is a lot of room to improve theth
the 4 project JGC is doing for Petronas. He explained that the trust built
safety culture. He emphasized the importance of dialog during the START
between JGC and Petronas over the years is the reason why Petronas have
meeting as compared to monologue where the START leader do all the
demonstrated faith in JGC to perform from the start of this train 9 project
talkingandtakenofeedbackfromthegroup.Healsostresstheneedtohave
which made the construction
the workers influenced through good relationship and leadership from their
easierinmanyaspects.
superior. He stress that influencing workers is far more effective from
Muramoto-San then explain
demanding from them. He explained that good safety and housekeeping is
t h a t h e v e r y m u c h
akintolivinginahome.Ahomethatiscomfortableandfeelssafepromotesa
appreciated the dedication
feeling of wellbeing as compared to a rundown home. The same can be said
and effort by JGC's
about site safety and housekeeping. Safe and tidy looking site will not create
subcontractor that
negativefeelingsinworkersatwork.
without them JGC can't
With the uniquely Japanese way of phrasing sentences he said “without
achieve anything. On
quality and safety there is no meaning” in completing train 9 project within 33
that subject
months. He particularly stress that when it comes quality and safety there
he went
should be no short cuts nor compromises. Good construction with quality in
o n t o
mind will enable no interruption during commissioning due to poor
s a y
construction quality. He also said that we will know about the quality of
t h a t
constructionduringcommissioning.
Finally as his concluding remarks he said that superiors and
people in management position should show appreciation to
their subordinate. He particularly emphasized the importance of
intervention among workers when they do not see the right
things been done. He says that superiors should encourage and
appreciate intervention from their subordinates. However he
then mentionthat this conceptis easyto understandand hardto
implement.
Muramoto-San was born in 1966 and joined JGC in 1988. He joined JGC as
a trainee under Oki-San. Muramoto-San now serve as the JGC project
director for the train 9 project. He has a very interesting JGC ID number,
“000”. Muramoto-San was born in Osaka but grew up in Nara. He moved to
Yokohama in 1988 when he joined JGC. His family consists of 1 wife 1 elder
daughter 19 years old studying towards a pharmaceutical degree, 1 boy in
high school and a Japanese Shiba dog which he insist is also part of the
family. His hobby is taking long walks with his wife and his dog and he does
so every time he comes back to Japan for vacation. His other interest is
the project manager of Nippon Express Washiyama San and him are old
drinkingbeer.
friends and they met when they were young and when JGC had their first
His first year of the project was spent in Japan during the initial stages. He
project with Nippon Express as their subcontractor. He fondly recall his
was involve in the Train 9 design, equipment fabrication and purchase of
memoriesofthemwhentheystartedworkingtogethermanyyearsback.
project materials. By 2013 March and April the Train 9 design work was st
WhenthesubjectshiftedtoTrain9projecthesaysthatthisisthe1 projectin
about complete. Muramoto-San then moved to Bintulu from Japan to head
the world of this scale that have a plan to finish in 33 months and because of
the Train 9 project as JGC project director. He now overlook everything
this target the job is very challenging. There have been setbacks however
regarding the project and express that his biggest responsibility is keeping
when he show the train 9 photos to his management in Japan they were very
the project on schedule, maintaining quality, improving HSE and manage
impress with the speed and progress of the project. He was quick to express
issueswithaccommodation.
his appreciation to his staff under him for doing a good job so far. But he
He says so far the project has been very challenging however he was quick
caution that to achieve the target of 33 months they need to ram up effort
to note that JGC's relationship with Petronas have been very good despite
from his staff and subcontractors. He feels positive about reaching the
the rough situations. He stress the importance of being open and
projectdeadlinebutheaddedthatsafetymustnotbecompromisedandwish
transparent with Petronas so that problems can be resolve fast to prevent
that everyone in Train 9 project will continue to keep up with good safety
them from becoming critical. He also insist that his staff be open and
practices.
transparenttotheirmanagement.
He says that learning should never stop and even at his age of 52 he is still
When the subject about Petronas came up, he said with a wide smile that
learning something new every day. He pointed out again that good
Petronas and JGC had a long and good relationship that have span
relationshipbetweenJGCandsubcontractorhasmadethejobeasier.
decades. He said that JGC and Petronas built MLNG 1, 2 and 3 so train 9 is
In terms of improvement he says that there is a lot of room to improve theth
the 4 project JGC is doing for Petronas. He explained that the trust built
safety culture. He emphasized the importance of dialog during the START
between JGC and Petronas over the years is the reason why Petronas have
meeting as compared to monologue where the START leader do all the
demonstrated faith in JGC to perform from the start of this train 9 project
talkingandtakenofeedbackfromthegroup.Healsostresstheneedtohave
which made the construction
the workers influenced through good relationship and leadership from their
easierinmanyaspects.
superior. He stress that influencing workers is far more effective from
Muramoto-San then explain
demanding from them. He explained that good safety and housekeeping is
t h a t h e v e r y m u c h
akintolivinginahome.Ahomethatiscomfortableandfeelssafepromotesa
appreciated the dedication
feeling of wellbeing as compared to a rundown home. The same can be said
and effort by JGC's
about site safety and housekeeping. Safe and tidy looking site will not create
subcontractor that
negativefeelingsinworkersatwork.
without them JGC can't
With the uniquely Japanese way of phrasing sentences he said “without
achieve anything. On
quality and safety there is no meaning” in completing train 9 project within 33
that subject
months. He particularly stress that when it comes quality and safety there
he went
should be no short cuts nor compromises. Good construction with quality in
o n t o
mind will enable no interruption during commissioning due to poor
s a y
construction quality. He also said that we will know about the quality of
t h a t
constructionduringcommissioning.
Finally as his concluding remarks he said that superiors and
people in management position should show appreciation to
their subordinate. He particularly emphasized the importance of
intervention among workers when they do not see the right
things been done. He says that superiors should encourage and
appreciate intervention from their subordinates. However he
then mentionthat this conceptis easyto understandand hardto
implement.
Mr.Tetsuya MuramotoMr.Tetsuya Muramoto
Project Director, JGC (M) SDN. BHD.Project Director, JGC (M) SDN. BHD.
Featured
Project Leader

7. He also noted that during
previous projects in the brown field key personals in
Petronas communicated very well and as a result things
Went very smooth too. He heartily expressed his
appreciationtoallstaffandworkersthathavebeenmindful
of safety and he concluded that this is why JGC was able to
achieve10millionmanhourswith0LTI.
When asked about what improvement he thinks can be made for
PetronasTrain9Projecthesaysthatsafetyculturemustnotonlybea
common goal within the company but it must extend to other
subcontractor company. He says that each subcontractor must care
and be mindful about other subcontractor's safety by not letting
their site activity compromise the safety of other subcontractor's
workers. He also says that since weather is a big issue causing delays
hewishhecancontroltheweatherbutalsonotethatitisimpossible.
He says that weather not only stops the job but it affects motivation
which portend the delay of the project even further. Amused by one
of the interviewer's comments about Teru Teru Bozu a traditional
Japanese weather control charm, he quickly went to his desk took
some paper and made us a Teru Teru Bozu doll and jokingly suggest
thismaybeTrain9projectanswertostoptherain.
When Asked about improvement that can be made he says that the
key to achieving the tight date line of 33 months is to have good
interdisciplinary coordination of the site work by JGC and subcon-
tractors to minimize clashes and wastage by idling workers. He stress
that even though JGC is committed to deliver within the tight
project dateline JGC will not compromise on quality
and safety. JGC will deliver Train 9 according to
projectspecifications.
Asked about safety he noted that safety is JGC's
top priority. He is aiming to have IIF green day of
morethan100days.
He express that he wants the workers to go back
in better condition before they join the project
and advance further after this project. He hopes
that the messages in the newsletter will motivate
anddrivetheheartofworkerstopressondespiteof
difficulties in the project. He wants every employ-
ees in the train 9 to be proud of their
achievement.
He also noted that during
previous projects in the brown field key personals in
Petronas communicated very well and as a result things
Went very smooth too. He heartily expressed his
appreciationtoallstaffandworkersthathavebeenmindful
of safety and he concluded that this is why JGC was able to
achieve10millionmanhourswith0LTI.
When asked about what improvement he thinks can be made for
PetronasTrain9Projecthesaysthatsafetyculturemustnotonlybea
common goal within the company but it must extend to other
subcontractor company. He says that each subcontractor must care
and be mindful about other subcontractor's safety by not letting
their site activity compromise the safety of other subcontractor's
workers. He also says that since weather is a big issue causing delays
hewishhecancontroltheweatherbutalsonotethatitisimpossible.
He says that weather not only stops the job but it affects motivation
which portend the delay of the project even further. Amused by one
of the interviewer's comments about Teru Teru Bozu a traditional
Japanese weather control charm, he quickly went to his desk took
some paper and made us a Teru Teru Bozu doll and jokingly suggest
thismaybeTrain9projectanswertostoptherain.
When Asked about improvement that can be made he says that the
key to achieving the tight date line of 33 months is to have good
interdisciplinary coordination of the site work by JGC and subcon-
tractors to minimize clashes and wastage by idling workers. He stress
that even though JGC is committed to deliver within the tight
project dateline JGC will not compromise on quality
and safety. JGC will deliver Train 9 according to
projectspecifications.
Asked about safety he noted that safety is JGC's
top priority. He is aiming to have IIF green day of
morethan100days.
He express that he wants the workers to go back
in better condition before they join the project
and advance further after this project. He hopes
that the messages in the newsletter will motivate
anddrivetheheartofworkerstopressondespiteof
difficulties in the project. He wants every employ-
ees in the train 9 to be proud of their
achievement.
Mr.Takehiro OkiMr.Takehiro OkiSite Manager, JGC (M) SDN. BHD.Site Manager, JGC (M) SDN. BHD.
Oki-San is the site manager of T9 project. He
is born in April 1963. He has been working
with JGC since he was 20 years old and
have joined MLNG train 9 project since
January 2013. He commented that he
firststartedworkinginBintulu22years
th
ago for SMDS project. This is his 5 time
back to Bintulu ever since. His hometown
is Yokohama at Yamaguchi prefecture and
so his family stays there. He have one boy in
university in Kyushu Island age 21 years old. His
main hobby is going for road trips in his car. Unfortunately due to
work constrain Oki-San cannot do road trips on a daily basis but
when he goes back to Japan for holiday once every 4 months for 2
weeks he will spend his holidays with his wife and his sports car
Mazda RX8 driving around Japan. During the interview Oki-San
showed the interviewer a photo of his white Mazda RX8 sports car.
He commented that since his son is away studying most of the time,
he and his wife now have the luxury of doing road trips around Japan
everytimehecomesbackfromholiday.
He noted that all activities on site is under his supervision and
responsibility. He coordinates and manages site activity and also
commercial and costing issues. He then commented that he and his
team is eager to complete the project in 33 months and set a world
record. He candidly state that there have been some delays but they
are all within tolerance and hence manageable because everyone is
workingveryhardforit.
In his view the project is very important because it is a national
project for Petronas. The success of this project will be financially
very beneficial for Petronas. He also stress that since the
nuclear meltdown of Fukushima Daiichi nuclear plant
during the Japanese Tsunami disaster in 2011. Japan has
shut down all her nuclear power plant and as a result
Japan relies heavily on natural gas for its energy consump-
tion. Therefore MLNG train 9 project is also a very
important project for the Japanese nation. Oki-San
went on to describe the importance of energy as the
basis of any industry and economy and conclude that
JGCisdeterminenottohaveanydelayinthisproject.
He says that there are a total of 23 subcontractors and 10
nationalities involved in this project and noted that their
cooperation with each other is very good. He noted that
JGC's subcontractors are all very skilled and
professional and that he is satisfied
with them. He says that Petronas
personals have been very
cooperative and helpful
and the operation
side has been
verysmooth.
Oki-San is the site manager of T9 project. He
is born in April 1963. He has been working
with JGC since he was 20 years old and
have joined MLNG train 9 project since
January 2013. He commented that he
firststartedworkinginBintulu22years
th
ago for SMDS project. This is his 5 time
back to Bintulu ever since. His hometown
is Yokohama at Yamaguchi prefecture and
so his family stays there. He have one boy in
university in Kyushu Island age 21 years old. His
main hobby is going for road trips in his car. Unfortunately due to
work constrain Oki-San cannot do road trips on a daily basis but
when he goes back to Japan for holiday once every 4 months for 2
weeks he will spend his holidays with his wife and his sports car
Mazda RX8 driving around Japan. During the interview Oki-San
showed the interviewer a photo of his white Mazda RX8 sports car.
He commented that since his son is away studying most of the time,
he and his wife now have the luxury of doing road trips around Japan
everytimehecomesbackfromholiday.
He noted that all activities on site is under his supervision and
responsibility. He coordinates and manages site activity and also
commercial and costing issues. He then commented that he and his
team is eager to complete the project in 33 months and set a world
record. He candidly state that there have been some delays but they
are all within tolerance and hence manageable because everyone is
workingveryhardforit.
In his view the project is very important because it is a national
project for Petronas. The success of this project will be financially
very beneficial for Petronas. He also stress that since the
nuclear meltdown of Fukushima Daiichi nuclear plant
during the Japanese Tsunami disaster in 2011. Japan has
shut down all her nuclear power plant and as a result
Japan relies heavily on natural gas for its energy consump-
tion. Therefore MLNG train 9 project is also a very
important project for the Japanese nation. Oki-San
went on to describe the importance of energy as the
basis of any industry and economy and conclude that
JGCisdeterminenottohaveanydelayinthisproject.
He says that there are a total of 23 subcontractors and 10
nationalities involved in this project and noted that their
cooperation with each other is very good. He noted that
JGC's subcontractors are all very skilled and
professional and that he is satisfied
with them. He says that Petronas
personals have been very
cooperative and helpful
and the operation
side has been
verysmooth.
Featured
Project Leader

8. Featured
Subcontractor Leader
Mr Lau Eng Tiong is the Operations Manager for Muhibbah Steel improvement on the coordination work and drainage system.
Industries Sdn. Bhd. (MSI), and is currently holding the position of Currently a lot of subcontractors are demanding for work front.
Project Manager for the Train 9 Project. MSI was awarded the Steel JGC should be very decisive of which subcontractorshould goin
th
StructureErectionWorksforthePetronasLNGTrain9Projecton30 first for the work. The drainage system needs to improve as
January 2014. Mr. Lau is currently 41 years old, and was born in mostsubcontractorsspendalotoftimepumpingthewater.
1973. He has been working with MSI for 15 years now and in the We are committed to the schedule. We have increased
steel industry for 18 years. He was assigned to the Train 9 Project resources and will increase resources when necessary to keep
aroundtwomonthsago. up with the schedule. We demand work front for our works.
Mr. Lau's hometown is in Penang. He has a wife and three kids, 2 We have completed 55% of our subcontract work. Our client
boys and 1 girl. He likes travelling to countries with rich culture and JGCtrustsusandgaveusadditionalerectionworks.
history. He has been to the countries such as Japan, Korea and We are committed to complete the project with high Quality
China. He is impressed by the beautiful historical buildings were standard. We have only little Quality issues. We are closing all
built in ancient time.The Train 9 project is a challenging project with theKizukisandNCRwithinashortperiod.
very tight schedule. He himself also has to work on Sundays and We are proud of achieving 600,000 man hours without LTI. We
public holidays. MSI is committed to keep the project on track in are looking forward to achieve 1,000,000 man hours without
spite of its tight schedule and without compromising safety or LTI. We constantly and repeatedly remind our workers and
qualitystandards. supervisors every morning in the toolbox meeting on current
A 33 months contract period for the Petronas LNG Train 9 safety matters. We are improving two way communications
Engineering, Procurement, Construction and Commissioning between workers and work leaders during the STARRT talk.
(EPCC) is the fastest so far for LNG Train Construction in the Eventhoughprogressisimportanttousbutsafetyisourpriority.
world.Although there are some obstacles such as Site congestion Wewanteveryworkertogohomesafely.
and weather condition, with proper coordination among all the We commit to IIF programme by actively participating in all IIF
parties we believe all of us can have this Project to be completed programmes organised by JGC. Mr. Lau is one of the IIF Team
withinthecontractperiod. Leadershipmembers. Wecontributetwotalentstaffsaspartof
We are working well together with all nationalities, subcontractors the IIF Trainer Group. We also contribute twomain staffs for the
of JGC. The progress is quite smooth as everybody is having the IIF Champion to show our appreciation of IIF contribution that
sameobjectivetocompletetheprojectsuccessfully.IIFprogramme cametous.
is our first time participated in. With the IIF concept and We congratulate everyone efforts for achieving 10 Million Man
programme, it is really enhance the project in term of Progress, HourswithoutLTI. WetrusttheTrain9Projectwillbecompleted
Safety and Quality. For the areas of improvement, we expect some ontime,andsuccessfully.
Mr Lau Eng Tiong is the Operations Manager for Muhibbah Steel improvement on the coordination work and drainage system.
Industries Sdn. Bhd. (MSI), and is currently holding the position of Currently a lot of subcontractors are demanding for work front.
Project Manager for the Train 9 Project. MSI was awarded the Steel JGC should be very decisive of which subcontractorshould goin
th
StructureErectionWorksforthePetronasLNGTrain9Projecton30 first for the work. The drainage system needs to improve as
January 2014. Mr. Lau is currently 41 years old, and was born in mostsubcontractorsspendalotoftimepumpingthewater.
1973. He has been working with MSI for 15 years now and in the We are committed to the schedule. We have increased
steel industry for 18 years. He was assigned to the Train 9 Project resources and will increase resources when necessary to keep
aroundtwomonthsago. up with the schedule. We demand work front for our works.
Mr. Lau's hometown is in Penang. He has a wife and three kids, 2 We have completed 55% of our subcontract work. Our client
boys and 1 girl. He likes travelling to countries with rich culture and JGCtrustsusandgaveusadditionalerectionworks.
history. He has been to the countries such as Japan, Korea and We are committed to complete the project with high Quality
China. He is impressed by the beautiful historical buildings were standard. We have only little Quality issues. We are closing all
built in ancient time.The Train 9 project is a challenging project with theKizukisandNCRwithinashortperiod.
very tight schedule. He himself also has to work on Sundays and We are proud of achieving 600,000 man hours without LTI. We
public holidays. MSI is committed to keep the project on track in are looking forward to achieve 1,000,000 man hours without
spite of its tight schedule and without compromising safety or LTI. We constantly and repeatedly remind our workers and
qualitystandards. supervisors every morning in the toolbox meeting on current
A 33 months contract period for the Petronas LNG Train 9 safety matters. We are improving two way communications
Engineering, Procurement, Construction and Commissioning between workers and work leaders during the STARRT talk.
(EPCC) is the fastest so far for LNG Train Construction in the Eventhoughprogressisimportanttousbutsafetyisourpriority.
world.Although there are some obstacles such as Site congestion Wewanteveryworkertogohomesafely.
and weather condition, with proper coordination among all the We commit to IIF programme by actively participating in all IIF
parties we believe all of us can have this Project to be completed programmes organised by JGC. Mr. Lau is one of the IIF Team
withinthecontractperiod. Leadershipmembers. Wecontributetwotalentstaffsaspartof
We are working well together with all nationalities, subcontractors the IIF Trainer Group. We also contribute twomain staffs for the
of JGC. The progress is quite smooth as everybody is having the IIF Champion to show our appreciation of IIF contribution that
sameobjectivetocompletetheprojectsuccessfully.IIFprogramme cametous.
is our first time participated in. With the IIF concept and We congratulate everyone efforts for achieving 10 Million Man
programme, it is really enhance the project in term of Progress, HourswithoutLTI. WetrusttheTrain9Projectwillbecompleted
Safety and Quality. For the areas of improvement, we expect some ontime,andsuccessfully.
Mr. Lau Eng TiongMr. Lau Eng Tiong
Operations Manager
Muhibbah Steel Industries Sdn. Bhd.
Operations Manager
Muhibbah Steel Industries Sdn. Bhd.
8

9. Mr. Sivakumar Ramasamy
CHIEF OPERATIONS OFFICER
Oil & Gas and Special Projects
NAIM Engineering Sdn. Bhd.
Mr. Sivakumar Ramasamy
CHIEF OPERATIONS OFFICER
Oil & Gas and Special Projects
NAIM Engineering Sdn. Bhd.
Mr. Sivakumar Ramasamy, or 'Mr Siva', as he is fondly called, joined the Train 9 Project last May 2013. He is from Bentong
Pahang,marriedwithtwochildren.Duringhisfreetime,helikestoreadnon-fictionbooksandalsoenjoyslandscaping.
When it comes to Train 9, for him it is stressful assignment, yet very fulfilling and enjoyable. This is his most complicated
projectyetandverydifferentcomparedtopreviousprojectshewasinvolvedin.Inthisprojecthementionedthattheneedfor
more attention to time lines and detail. The Train 9 Project is very fast tracked in nature, yet no compromise when it comes to
Quality.Besidesthat,thescopeofthisProjectisalsodifferent,asitalsohasadifferentSafetyrequirement.
In his opinion, IIF is a good training, but to train a worker is hard. However, after attending the IIF Training and the
implementation of its theory, it becomes more of engagement between management and workers. But for now, what he
wants to improve on is turnover and attrition. Worker attrition for his group is forecasted to be high. To sustain the same
manpower needed at all times is the main challenge. So he thinks the best solution is incentive, and motivation given to the
workerstostayintheproject.Moreover,theotherproblemhefacesispiratingofworkerswithinsubcontractors.Thisisavery
frequent occurrence. It is also very unethical for him. A good worker is a loyal worker to a company. To search for a loyal
workerisverydifficultnowadays.
About safety per se, there is need to improve especially for walk throughs. It is a common problem that keeps on repeating.
Furthermore he also concern about traffic management within the site. He feels the solution needed is for management to
come together and agree to a solution to resolve this problem before it become more terrible. He also suggested making
moretemporaryshedsforworkers,ascurrently,itisnotenoughduetolackofcommonareas.
In his group, there were no major accidents so far. For information, during this interview
session, they had already achieved about 2 million man hour without Loss Time Injury.
Mr Sivakumar is very committed about worker safety. NAIM have periodic audits
from their internal safety department. This is to ensure his worker always follow
safetyandimplementitwhentheydotheirjob.
Mr. Sivakumar Ramasamy, or 'Mr Siva', as he is fondly called, joined the Train 9 Project last May 2013. He is from Bentong
Pahang,marriedwithtwochildren.Duringhisfreetime,helikestoreadnon-fictionbooksandalsoenjoyslandscaping.
When it comes to Train 9, for him it is stressful assignment, yet very fulfilling and enjoyable. This is his most complicated
projectyetandverydifferentcomparedtopreviousprojectshewasinvolvedin.Inthisprojecthementionedthattheneedfor
more attention to time lines and detail. The Train 9 Project is very fast tracked in nature, yet no compromise when it comes to
Quality.Besidesthat,thescopeofthisProjectisalsodifferent,asitalsohasadifferentSafetyrequirement.
In his opinion, IIF is a good training, but to train a worker is hard. However, after attending the IIF Training and the
implementation of its theory, it becomes more of engagement between management and workers. But for now, what he
wants to improve on is turnover and attrition. Worker attrition for his group is forecasted to be high. To sustain the same
manpower needed at all times is the main challenge. So he thinks the best solution is incentive, and motivation given to the
workerstostayintheproject.Moreover,theotherproblemhefacesispiratingofworkerswithinsubcontractors.Thisisavery
frequent occurrence. It is also very unethical for him. A good worker is a loyal worker to a company. To search for a loyal
workerisverydifficultnowadays.
About safety per se, there is need to improve especially for walk throughs. It is a common problem that keeps on repeating.
Furthermore he also concern about traffic management within the site. He feels the solution needed is for management to
come together and agree to a solution to resolve this problem before it become more terrible. He also suggested making
moretemporaryshedsforworkers,ascurrently,itisnotenoughduetolackofcommonareas.
In his group, there were no major accidents so far. For information, during this interview
session, they had already achieved about 2 million man hour without Loss Time Injury.
Mr Sivakumar is very committed about worker safety. NAIM have periodic audits
from their internal safety department. This is to ensure his worker always follow
safetyandimplementitwhentheydotheirjob.
Featured
Subcontractor Leader
9

10. Featured
Subcontractor Leader
Mr. Hiroyuki Saito
Site Manager
NIPPON EXPRESS
Mr. Hiroyuki Saito
Site Manager
NIPPON EXPRESS
Mr. Hiroyuki Saito, or 'Saito-San', is the Site Manager of Nippon Express for the
Petronas LNG Train 9 Project. He is 47 years old and has been with the Petronas
Train 9 Project since December of 2013. Saito-San was born in Ibaraki prefecture in
Yuki city about 100km north east of Tokyo. Yuki City, with a population of just 55,000
people is famous for its silk production. Saito-san is married, has 3 sons
and a daughter. The children's ages are 21, 19, 17, and 12
respectively. Saito-San is also an avid scuba diver and has
been dedicated with his hobby that he also has quite a
number of scuba diving certifications under his belt. One
of his personal wishes is to be able to spend his holidays
in Kota Kinabalu and scuba dive there.
At the time of this interview he mentioned that with a
current Manpower of 900, the Train 9 Project as far
as Nippon Express is concerned, is more than
50% completed. The heavy haulage work is
nearly complete. There is, however, a delay totalling to about 1 months' worth of work. He then mentioned that the heaviest
equipment in Train 9 which is the 1200 Ton Absorber was successfully transported by Nippon Express from the port through to
installation inside theTrain 9 Site last September 2013.
When asked about his views on the Project, he expressed that the Project is very challenging and that the NEX Team are
constantly trying to figure out how to complete the Project on schedule. One of the difficulties the NEX Team is currently facing
is acquiring skilled manpower; however he was quick to note that Nippon Express will be able to complete the project with
minimal delay, if any. He appreciated the fact that everyone in his company has safety culture awareness.
In terms of improvement Saito-San said that better access roads, and more ditches to increase drainage will definitely help with
progress on Site. He also mentioned that better relationship with JGC and its subcontractors will definitely improve things
further.
Saito-San says that he is committed to catch up on the delay that Nippon Express is experiencing by increasing manpower and
with it, improving the system used to manage them. In order to increase the probability of success, he adheres to the PDCA
method, which is the acronym for Plan, Do, Check and Action. In terms of safety, he told a story about an incident wherein a
scaffolding plank fell from the MR compressor table top, and said that he wants his workers to continue to comply with HSE
rules and regulation, like wearing PPE. He also requests for improvements during STARRT meetings, that the STARRT leader
be more concise and detailed about the dangers all should watch out for in our jobs. He also said that ideally there is a safety
improvement process that is continual and never stops. In terms of IIF he says that he definitely see improve communication
and relationship among his staff and workers as a result of IIF. In conclusion, he shared these words, 'Never give up and believe
that we can achieve'.
Mr. Hiroyuki Saito, or 'Saito-San', is the Site Manager of Nippon Express for the
Petronas LNG Train 9 Project. He is 47 years old and has been with the Petronas
Train 9 Project since December of 2013. Saito-San was born in Ibaraki prefecture in
Yuki city about 100km north east of Tokyo. Yuki City, with a population of just 55,000
people is famous for its silk production. Saito-san is married, has 3 sons
and a daughter. The children's ages are 21, 19, 17, and 12
respectively. Saito-San is also an avid scuba diver and has
been dedicated with his hobby that he also has quite a
number of scuba diving certifications under his belt. One
of his personal wishes is to be able to spend his holidays
in Kota Kinabalu and scuba dive there.
At the time of this interview he mentioned that with a
current Manpower of 900, the Train 9 Project as far
as Nippon Express is concerned, is more than
50% completed. The heavy haulage work is
nearly complete. There is, however, a delay totalling to about 1 months' worth of work. He then mentioned that the heaviest
equipment in Train 9 which is the 1200 Ton Absorber was successfully transported by Nippon Express from the port through to
installation inside theTrain 9 Site last September 2013.
When asked about his views on the Project, he expressed that the Project is very challenging and that the NEX Team are
constantly trying to figure out how to complete the Project on schedule. One of the difficulties the NEX Team is currently facing
is acquiring skilled manpower; however he was quick to note that Nippon Express will be able to complete the project with
minimal delay, if any. He appreciated the fact that everyone in his company has safety culture awareness.
In terms of improvement Saito-San said that better access roads, and more ditches to increase drainage will definitely help with
progress on Site. He also mentioned that better relationship with JGC and its subcontractors will definitely improve things
further.
Saito-San says that he is committed to catch up on the delay that Nippon Express is experiencing by increasing manpower and
with it, improving the system used to manage them. In order to increase the probability of success, he adheres to the PDCA
method, which is the acronym for Plan, Do, Check and Action. In terms of safety, he told a story about an incident wherein a
scaffolding plank fell from the MR compressor table top, and said that he wants his workers to continue to comply with HSE
rules and regulation, like wearing PPE. He also requests for improvements during STARRT meetings, that the STARRT leader
be more concise and detailed about the dangers all should watch out for in our jobs. He also said that ideally there is a safety
improvement process that is continual and never stops. In terms of IIF he says that he definitely see improve communication
and relationship among his staff and workers as a result of IIF. In conclusion, he shared these words, 'Never give up and believe
that we can achieve'.
10

11. Featured
Subcontractor Leader
Ms.MellisaSienaMs.MellisaSienaProject Engineer
TEAMPLEX
Project Engineer
TEAMPLEX
Miss Mellisa Siena, 27 Years Old and a Civil Engineer for Teamplex Corporation Sdn Bhd., is currently on her first month with the Train 9
Project, and two years with Teamplex. She was born and raised in Bintulu and she loves outdoor and endurance activities like jogging,
reading, travelling, food. She is also, by the way, a pure Iban. Teamplex, as a company, has been with Train 9 for about about one month now
and is currently involved with brown field and pipe support. Their total direct and indirect manpower is more than 30 personnel, which
includes manpower supplied personnel, to compliment the amount of work that they have currently. Most of the workers are Sarawakian.
Teamplex has been involved in the oil and gas industry for more than 10 years now, and they started as a small business before expanding,
untilthispresentdaywhereintheyarecurrentlywellknownintheoilandgasindustryinsideBintulu.
Train9providesalotofjobopportunitiesforlocalandforeignersaswell,andshegavecredittoeverybodyfromdifferentsub-contractors,as
they really cooperate between each other by solving challenges together without blaming each other, and instead finding the solution. She
added, 'working with people in Train 9 who came from different countries and nationalities amazed me, and it is interesting for me to learn
andcommunicatewiththeotherstoseehowandlearntheywork'. FortheTrain9project,JGCisreallytakingcareallthestaffsinallaspects,
for example no work during lunch hour as it was a time for the employees to taking rest before they continue their job , which she believe
thatallthesubcontractorsshouldpatternthemselvesafter.TheprogramandactivitiesthathadbeenorganizedbyJGCsuchasIIFandSafety
Awards for the workers in Train 9, which involve Management and employees, really lift up the spirit of the
workerswhichmakethempassionateinperformingtheirjobatTrain9.
From her personal view and input that she got from the employees, the concern about whistling at Site
towards women who pass by a group of male workers should cease. This is because it does not reflect the
identity of Train 9 as an International Project, and instead gives a negative impressionive especially
towards female personnel and clients. Besides, the workers shed that are provided currently are not
enough to accommodate all of the workers in Train 9, and she hope that this problem can be resolved,
and all the workers should consider about the others at the same time, in terms of cleanliness. In
terms of progress, it is is very good for her, and and close monitoring and communication with all the
workleaders and supervisors so that the goals and planning of the workable todeliver toall levels are
ok.Sheaddedthattheyshouldbeabletocatchupwiththeprogresseventhoughtheyfacingtherainy
season right now, and they estimate to complete in February 2015. They comply and follow ATP and
requirements and their QA/QC will countercheck all the reports, and making sure these are
acceptable. She believes that Quality reflects on the performance of a Company and by maintaining
excellent Quality, it gives agood name and a bright future for tendering purposes in future projects.
They commit to follow safety activities that are organized, and it is a good exposure and to educate
everybodywhoisinvolvedintheTrain9Project,becauseSafetyisveryimportanttoeachperson.
For her, the STARRT Program is a new program to Teamplex, and it allows two way
communicationbetween the workleader and workers. It make the workers more aware about
the hazards at their work location. From the IIF orientation, she is really impressed that the
video that is played really is mind opening, and she believes we can change the attitude
about ignoring one's safety so that we can make the Site safe for everybody. Lastly, she
hopes that everybody who is involved in the Train 9 Project are able to work safely and
happilywithoutinjury,andshehopesthatTrain9willbecomeasuccessfulproject.
Miss Mellisa Siena, 27 Years Old and a Civil Engineer for Teamplex Corporation Sdn Bhd., is currently on her first month with the Train 9
Project, and two years with Teamplex. She was born and raised in Bintulu and she loves outdoor and endurance activities like jogging,
reading, travelling, food. She is also, by the way, a pure Iban. Teamplex, as a company, has been with Train 9 for about about one month now
and is currently involved with brown field and pipe support. Their total direct and indirect manpower is more than 30 personnel, which
includes manpower supplied personnel, to compliment the amount of work that they have currently. Most of the workers are Sarawakian.
Teamplex has been involved in the oil and gas industry for more than 10 years now, and they started as a small business before expanding,
untilthispresentdaywhereintheyarecurrentlywellknownintheoilandgasindustryinsideBintulu.
Train9providesalotofjobopportunitiesforlocalandforeignersaswell,andshegavecredittoeverybodyfromdifferentsub-contractors,as
they really cooperate between each other by solving challenges together without blaming each other, and instead finding the solution. She
added, 'working with people in Train 9 who came from different countries and nationalities amazed me, and it is interesting for me to learn
andcommunicatewiththeotherstoseehowandlearntheywork'. FortheTrain9project,JGCisreallytakingcareallthestaffsinallaspects,
for example no work during lunch hour as it was a time for the employees to taking rest before they continue their job , which she believe
thatallthesubcontractorsshouldpatternthemselvesafter.TheprogramandactivitiesthathadbeenorganizedbyJGCsuchasIIFandSafety
Awards for the workers in Train 9, which involve Management and employees, really lift up the spirit of the
workerswhichmakethempassionateinperformingtheirjobatTrain9.
From her personal view and input that she got from the employees, the concern about whistling at Site
towards women who pass by a group of male workers should cease. This is because it does not reflect the
identity of Train 9 as an International Project, and instead gives a negative impressionive especially
towards female personnel and clients. Besides, the workers shed that are provided currently are not
enough to accommodate all of the workers in Train 9, and she hope that this problem can be resolved,
and all the workers should consider about the others at the same time, in terms of cleanliness. In
terms of progress, it is is very good for her, and and close monitoring and communication with all the
workleaders and supervisors so that the goals and planning of the workable todeliver toall levels are
ok.Sheaddedthattheyshouldbeabletocatchupwiththeprogresseventhoughtheyfacingtherainy
season right now, and they estimate to complete in February 2015. They comply and follow ATP and
requirements and their QA/QC will countercheck all the reports, and making sure these are
acceptable. She believes that Quality reflects on the performance of a Company and by maintaining
excellent Quality, it gives agood name and a bright future for tendering purposes in future projects.
They commit to follow safety activities that are organized, and it is a good exposure and to educate
everybodywhoisinvolvedintheTrain9Project,becauseSafetyisveryimportanttoeachperson.
For her, the STARRT Program is a new program to Teamplex, and it allows two way
communicationbetween the workleader and workers. It make the workers more aware about
the hazards at their work location. From the IIF orientation, she is really impressed that the
video that is played really is mind opening, and she believes we can change the attitude
about ignoring one's safety so that we can make the Site safe for everybody. Lastly, she
hopes that everybody who is involved in the Train 9 Project are able to work safely and
happilywithoutinjury,andshehopesthatTrain9willbecomeasuccessfulproject.

12. s. Saori Shimoyama is one of the 19 Freshman
Engineers of JGC. She is 26 years old, and was
born May 11, 1988. She's Japanese andMoriginallyfromAomori,Japan.Sheissingle,andhasworkedat
the Train 9 Project for 4 months now and running. In her view,
the Train 9 project site is very exciting and interesting, as the
circumstances of Train 9 are changing every day, as well as
new challenges every day are seen. This Project is a very fast
one as it is planned to be completed within 33 months, and
congested with workers and equipment. In our Project,
people are very friendly and it is easy to build relationships
with workers. However, she suggested that the Site needs
more temporary drainages. Within these two monthsthere is
a possibility that it will rain a lot, so drainage maintenance
needs to be carried out maybe twice a week. In addition, she
also proposed to make more
access paths, better to have
one access for each area. As
a freshman engineer, she
has not enough technical
knowledge yet, but in terms
of safety, she can definitely
stand her ground. Her
commitment is to observe
any unsafe conditions and
p r e v e n t a n y u n s a f e
conditionsandunsafeacts.
r Tinggi anak
Jimban (NPE-
1 3 3 1 ) i s a nMemployee of Nippon Express,
his age is 43, and was born in
September 5, 1971, originally
from Niah, Sarawak, Malaysia.
Heismarriedandhasason.He
has been working at Train 9
since November 5,2014. From his previous experience,
safety at the Train 9 Project is much better compared to
theTrain 8 project. The Train 9 project also strongly
emphasizes safety by providing adequate PPE compared to
other projects before. He suggested,to provide Train 9
smoking areas, and also to provide drinking water for
workers. In addition, he hopes not to put pressure on
workers in the early morning with angry words during TBM,
butinstead,betterwhenTBMworkersaregivenmotivation
to work safely. In addition, he hopes that nobody shouts at
workers who are working at heights, as this may cause
workers to potentiallyfall.His commitment to our Project is
to always look out for the safety of himself and his
colleagues,andkeepthegoodnameoftheCompany.
featured employees
r. Paris Balan (PS-036) is a Scaffolder from Persafe. He is 56 years old, and was born
on 8th August 1958. He's a Malaysian and hails from Long Seredang, Baram. He's
married and has four kids. He has been working for 1 year and 4 months at the TrainM9 Project. For him, he has gained a lot of meaningful experience while working in our Project.
Furthermore,theworkersinTrain9projectarevery cooperative.Inhisopinion,ourProjectisvery
high in safety compared to his other previous work. However, our Project needs to improve the
drainage system as it is currently the rainy season. Muddy ground would be very inconvenient,
and pumping the water out from the excavated area will only result in the extension of work. His
commitment for our Project is to be always aware and take care of himself and everybody's safety so we can achieve the
goalofanIncidentandInjuryFreeproject.
12

13. r. Ajong anak Dayong is
currently working with
Kwong Seng Cheong SdnMBhd (KSC) as a receptionist and had
been working with them for 10 months
and 9 days now. He came from Tatau,
Sarawak and his interests are blogging,
networking, and singing. Train 9 is one
oftheConstructionplacesthathasbestproductivityduetofew
or no disruptions. His commitment to Train 9 is giving the best
in serving the workers/tenants, and making their stay as
comfortable as possible. Meanwhile, providing cooperation
and self-commitment to ensure safety is not only one person's
task, but applicable to every individual. Other than that, when
it comes to safety, everybody is equal, despite the rank or
position. He added that, to be part of the Team until the
Project'sduedateisoneofachievementsthateverypersonwill
be hoping for, of course to go home every single day in one
piece. May the Project finish within or early than the expected
date, and may the hard work of all the involved parties be
rewarded.
r. Mamerto Ray V. Uy (AFC-025) is from AEIC. He is 44 years old, and was born on
23rd February 1970. He's a Filipino, and hometown is Baybay, Leyte. He's married
and has three children. He has been working so far at Train 9 for 9 months. In hisMview, the Train 9 Project is quite delayed due to unfavorable weather condition. As a result, all
subcontractors are working at the same time on the same area,which increases the risk or
possibility of having incidents. However, safety awareness advocacies are very much active in
our Project since it is done weekly during the Tool Box Meeting. He can see Top Management
commitments on educating safety awareness to all workers. In his opinion, we need to add more responsible Work
Leaders to lead the work force, since currently we have shortages of work leaders to lead the group. His commitment to
the Train 9 Project is to give correct information to management on time so that we can speed up progress and avoid
delays.“NoPermitorRevalidation,NoSTARRT,NoWork”.
featured employees
y n a m e i s M r.
Munazam, I am an
Indonesian. I haveMbeen working for Colour Case Sdn
Bhd for about seven years now. My
current position is Work Leader.
Working at LNG Train 9 Project is
my first experience for Oil and Gas. This is my 3 third
month working at Train 9. Working here is a new
experience, and very interesting, plus an adventure
for me. My first day working in Train 9 was tough
because of the new environment, new people, and
new regulations and procedures. After one month
on the job, I got used to the regulations, especially
Safety and Health regulations already. I feel safe, and
cared for by the people here. The safety people are
really taking care, supervising and concerning about
our safety. Last but not least I hope I can complete
our Project until the end. Work safely and go home
happily.
r. Dari anak nyelamau (PEC -184) Is a Crane Operator from PEC. He is from SONG,
Sarawak.HewasbornonNov22,1982,andattheageof33hestillstrivingtohavea
better life for his 2 beautiful daughters and his wife. He loves doing outdoorMactivities with his family, specially fishing. He sees the Train 9 Project as a fast
constructing project with a high risk for lifting activities, when observinf various
typesofactivitiessurroundinghim.
13

14. “I have been operating cranes for 8 years. So far, this is the
best Project in terms of safety precaution, workers, & a
friendly environment. I am very attracted to the JGC IIF
slogan “Work Safely, Go Home Happily”. I work for my
family, so this slogan really gets to me, & always reminds
me to do my job whole heartedly. Our Project also
provides lots of trainings, & is very strict in maintaining
staff&workersethicalcode&discipline.Thisisverygood.
“The Cinnamon canteen is situated just next to IIF Training
area. Every time I hear the training being conducted, I feel
enlightened about the risk to our daily tasks. I'm just a
kitchen helper but actually there are so many things that I
can learn & adapt in my daily life. Discipline that has been
moulded in JGC's workers & staff also encourage me to be
organized in my daily life. It's a fun, safe, well-organized &
educationalProjectformesofar”.
featured employees
r Rizalus Sidek, is a 23 year old general
worker from East Java. He shared with us his
thoughtsabouttheTrain9Project:M“Train-9isnotonlyaworkplaceformebutthisistheplace
that I can get a lot of experience. It is a work place with
good facilities, workers with multicultural background,
and a motivational place to make me work harder. The
best thing is that I get to improve my skills from trainings
that organized by JGC which I could not get from my
previousproject”.
Mr. Rizalus Sidek
General Worker
SYNERLITZ (SYN-104)
23 years old
East Java, Indonesia
Mr. Lucius Ugah
Crane Operator
COLOUR CASE (CCS-106)
32 years old
Kapit, Sarawak
Ms. Ruth Oson
Waitress-Cinnamon
MKJ-021
30 years old
Zamboanga, Philippines
r. Agus Wahyudin from Jawa, Indonesia. I am a
married man, 30 years old. Currently I am working
with Sato Kogyo as a General Worker. I have beenMwith this company for about 1 year now. I
previously was in Kuala Lumpur two years ago as a waiter.
Responsibility as a General Worker is not an easy job because of
the physicalfactor. Every day I wake up early in the morning, and
work until 6 in the evening. Whenever I get tired I will not come
for work. Nevertheless, I really enjoy, feel blessed and grateful
working at our Train 9 Project. Mostly the people at Train 9 are
friendly though they come from different countries. I have a lot
foreigner friends. Some of them are very
kind to me. Last but not least, I hope and I
pray that everyone, who are working in
Train 9 can end this project safely and
happily.
“Please remember that we work not
totally for our self only but for our family,
children and for our love ones.”
14

15. Making the Impossible Possible, Making the Possible Real™Making the Impossible Possible, Making the Possible Real™
JMJASSOCIATES
GOING HOME
HAPPILY,
TOGETHER
GOING HOME
HAPPILY,
TOGETHER
I'm sure you all wanted to go home to your family for these perfect reason to get pre-occupied, or to choose to work
holidays. After long hours of hard work turned into weeks and unsafe.
into months of longing to be with our loved ones, why not? “Shortcut, just this time..”
Celebrating these holidays with our family together is what we Accidents come like a lottery. Buy your ticket by doing unsafe
all wanted for. Some would not be able to go home yet on this act, by ignoring your safety, but taking chances. More tickets,
holiday break but endeavour to be with their families in a more chances of winning. And life shows surprises. The grand
neareropportunity.Andthatmakeseveryoneexcited. winnermayevenbethefirsttimer.Andshortcutjustthistime?
So how are you keeping yourself safe so that you could go back Oh did I mention the grand prize of this lottery of unsafe act is
homeandbewithyourlovedones? fatality?Ifyouareunluckytowinthis,willthismakeyourfamily
Often times when we ask people why they work in this project, happy?
the straightforward reason is money. True enough. And when
“I have been doing this job for a long time. I
you ask deeper, what is that money for, then responses like, for
can close my eyes and get this done. Accidents
my children, for my parents, for my sister's dowry, for our
are only for the weak, newcomer and afraid”
futurehome,andothersaresurfacing.Aha! Yup!Yourchancesofwinningthejackpotprizeisgettingbetter;
With the upcoming challenges of this stage of our work, the
andgettingclosertoit.
schedule will be tighter and fast paced than ever. Hazards And we all wanted to be home this holiday. Our families are
would be more visible to tempt us for a quicker unsafe way to waitingforus.
complete the job. We could be pressured to get the job quickly Our most important reason for staying safe at work is not at
andmayfeelthereisnootherwaytogetjobdonebuttheshort work at all. At the end of the day it's about returning home
cutway.Holdon,holdon! safely to our family, being able to spend time with friends,
Thinkaboutit. taking the time to play with our children, and on weekends
Yes I know. The temptation of getting the job done quicker and
hitting the slopes, walking tracks or the water to enjoy our
faster, plus the pressure to do more and beat the target is a
favouritehobbies.
By: Mr. Johnievic Valdez
Senior Associate
JMJ Associates
By: Mr. Johnievic Valdez
Senior Associate
JMJ Associates
15

18. MANHOUR MILESTONE
ACHIEVEMENT
Welcome Address
By Mr. Martin ak Tinggi, KAE SHO
Welcome Address
By Mr. Martin ak Tinggi, KAE SHO
Prizes given to the winners of
the KAEFER drawing Contest
Prizes given to the winners of
the KAEFER drawing Contest
Employees enjoying their mealEmployees enjoying their meal
Management speech
By Mr. Joseph Leong,
KAE Scaffolding PM
Management speech
By Mr. Joseph Leong,
KAE Scaffolding PM
200,000
18

19. Welldoneteamandkeepupthegoodwork.Thismilestonecouldonlybeachieved
throughyourhardeffort,energy,dedicationandsafetyimprovementsinlinewith
safetytakespriority,butmostimportantthroughyourcombinedeffortsasateam.
Thereforeeveryoneshouldbeproudofthisachievementandweshallcontinueto
ensurethatallofus“WorkSafelyandGoHomeHappily”toourfamilies.
From:MSIManagement
PETRONASLNGTRAIN9Project

20. Many a time I have pondered over a question. Are leaders born or “Just then my phone rang. It was a call from our
made? There is considerable literature on leadership on the web SecurityManagerandmyheartskippedabeat”.
which seeks to answer this question. Whilst most articles argue that
leaders are born, just as many articles argue that, leaders are made.
It was too early to receive a call from him and something must have
Anyway I am not about to produce a thesis on this topic. It's not my
happened on site. He usually does not call me unless it is somethingplace to do this. I would leave it to the experts to continue analysing
really important. I answered the call keeping my calm. On the otherthistopic.
end of the line was my Security Manager who tried to pass on a
message as quickly as he can to me and I was having serious trouble
“All this while I have been confused as to trying tounderstand whathe was saying. After saying whathe had to
whetherleaderswerebornormade”. say he hung up on me. All I knew based on that quick conversation
(not a quite a conversation actually) was that a serious traffic
accident, a massive pile up, had occurred just before the Sungei PlanI had never made any conscious effort to deliberate on this topic.
roundabout and two motorcyclists were pinned under a trailer andSometimes I was made to understand that a leader was made and
the entire stretch of road to our project site had been renderedsometimes I was made to understand that leaders are born. It all
impassable. After digesting this information, I returnedhis calljust toreally depended on what 'self help' or autobiographies I was really
confirm that my understanding was correct. It was and another newreading at that point in time. However, I now have my own story to
information surfaced. The twomotorcyclists who were pinned underanswerthisquestion.
the trailer were suspected to be our Subcontractor employees. My
My perception as to whether leaders are born or made was shaped
mind started going wild and I started experiencing what one would
upbyaneventthatoccurredontheweehoursonthemorningof21st
callan'avalancheofemotions'-anguish,anger,upset...
Nov2014.
We were almost reaching Sungei Plant roundabout and were about
100 meters away from the 'Daiken' junction when the morning trafficThisismystory..
already slowly started inching forward. This was not normal
anymore.Itwasusualforthetraffictoinchforwardinthelaterpartof
The morning started off as usual, at least, for me. Nothing was really the morning but not in the wee hours - it was only 0600 Hrs. Having
out of the normal. I woke up, had a quick shower, dressed up, left my the benefitof hindsight(knowingthata massive pile up had occurred
room, went down to the basement car-park and got onto my car, as I at the Sungei Plant roundabout) I asked my driver to detour to the
alwaysdo. The driver was already waiting patiently for me. Once I got incident location using the alternative access road which would take
into the car we started our drive to the site. It would be a 20 minutes me around the Port before comingfrom the oppositedirection tothe
drive to the site. The roads were still relatively empty and dark just as Sungei Plant roundabout. He did just that. About fifteen minutes
it had always been and we had a very quite drive to the site. Nothing later we approached the Sungei Plant roundabout from the opposite
wasreallyoutofthenormal. end.
We parked the vehicle at a safe location before racing my foot to theI was sitting beside the driver and was trying to recall the long list of
incident location. “What greeted me was a totalthingswhichIhadtodoandwastryingtoprioritizethem.Ihadtosort
out the outstanding investigation reports, issue the weekly chaos. It was really a massive pile up”. The entire
housekeeping targets, join the IIFLT for the STARRT review session,
road was blocked by the vehicles involved in the pile up. There were
attend the IIFLT Meeting, check on the resources for the "10 Million
many observers and some vehicles on the opposite side of the road
Man-hours without any LTI" celebration, check on my daughter's
toward the town area had stopped - to either see the accident or to
PSLEresultswhichwasduethatafternoon-thelistwasjustgrowing.
seeiftheycanhelp.
A leader within...
By:Mr.VealluJagadaseenBy:Mr.VealluJagadaseenHSES Manager
JGC (M) Sdn Bhd
HSES Manager
JGC (M) Sdn Bhd
20

21. then heard a familiar voice. It was my Security Manager instructing thereweretwoseverelyinjuredmotorcyclists,8vehiclesinvolvedina
his Security Officers to help manage the situation. He was busy giving pile up and an entire stretch of the road rendered impassable. They
instructions to his Security Officers and I slowly went up to him to managed the situation from escalating further. In other parts of the
gather additional details. Just then another familiar figure world this would have become very good material for headline news
approached me and I recognized him. It was Rodey Chal. He was a and would have been telecasted over and over again on the TV. You
total mess. He was perspiring and was smeared with grease all over know the kind of stuff that they keep showing on and on in CNN and
him. Apparently, he had used his car jacks to 'jack up' the trailer to BBCwheneversomethingofthismagnitudeoccurs.
retrieve the second motorcyclist who was pinned underneath the
trailer. I then gathered from my Security Manager that the two I saw great leadership in our Security Manager for taking control of
motorcyclists were from another project and that they had already
the scene. I saw great leadership in Rodey Chal for taking the lead to
managed to recover the first motorcyclist and had sent him to the
retrieve the injured employees from underneath the trailer. I saw
hospital with the help of a private vehicle driven by an unknown
leadership in many others who led the recovery efforts. I saw many
person. The second motorcyclist was already placed alongside the
leadersattheSungeiPlantroundaboutthatmorning.
road when I arrived. As the ambulance was still nowhere in sight and
with the traffic almost impassable my Security Manager decided to
So, back to the question. Are leaders born or made? My take is theysent the second motorcyclist to the hospital using another private
vehicleastimewasrunningoutonthevictim. are born. My take is we are all leaders. “There is an animal
called 'leader' sleeping in all of us”. The 'leader' in us
Oncethesecondmotorcyclistwassentofftothehospitalinaprivate wakes up whenever we are put to the test. A crisis had unfolded right
vehicle, my Security Manager, instructed his Security Officers to help in front of the eyes of those who were travelling towards the Sungei
manage the traffic until the arrival of the authorities. Someone had Plantroundaboutonthatfatefulmorning.Theirleadershipwasputto
to do the job anyway to prevent the situation from escalating . So he the test and they all passed with flying colours. Kudos tothese heroes
decidedtotakeiton. whohelpedsavealife.
There was really nothing for me to do at the incident location other
than to return back to the office. The situation was handled well by
The successful ones are those who can invoke the leader in themthose who were at the scene. So I left the scene and was on the way
even when there isn't a crisis. That is where all these leadership
back to the office. “I felt very sorry for the two trainingcomesin.You knowthekind of workshop thattheIvy leagues
motorcyclists. This is not the way to start the or Anthony Robbin does. They do not make us leaders. They mainly
invoke the leadership in us. They wake the sleeping animal called 'a
day”.At the same time I was in awe with my Security Manager, his
leader'inus.
team of Security Officers, Rodey Chal, the two gentlemen who used
their private vehicle toferry the injured motorcyclists tothe hospital,
This is my perception as to whether leaders are born or made at thisthe crowd who tried to help in whichever way they could and many
point in time. This is my story and if you are reading up to this point, Iothers whom I just cannot recall at this point in time. They made a
really would like to congratulate you for your patience and thank youdifference. They were all leaders who managed the crisis in a very
forputtingupwithmyranting.impressive way in their own ways. Yes, I would call this a crisis as
21

22. TIMELINE
20142015
OctNovDecJanFebMarAprMayJunJulAugSep
JMJPROGRAM
Activity
TRAIN9PROJECTPROGRAM
Train9
Newsletter
STARRT
Improvement
Program
Poster
Campaigns/
Competition
MonthlyHSE
Awards
Improvement
Program
Greendays
Milestone
Incentive
1stIssueRelease2ndIssueRelease
ArticleGathering,Design,
AndPrinting
3rdIssueRelease4thIssueRelease
STARRTObservation
andCoaching
byLeadershipTeam
(Ongoing)
JGC
Internal
Coaching
1.IIFOrientation
Train-The-Trainer
Workshop.
2.IIFLTCoaching
&Support/LT
MeetingSupport
STARRTCompetition
andEvaluation
Awarding
ThreeSafetyThemesper
ContestDurationTBAby
JMSBSM
submissionofentries
AwardingAwardingAwardingAwarding
submission
ofentries
submission
ofentries
submission
ofentries
Awarding
submission
ofentries
Awarding
Finishing
StrongSlogan
Contest
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
Nominations
Awarding
withLunch
IncentiveforeveryGreendaysMilestone(ex.200GD,250GD,300GD,etc.)Incentivetobediscussedwithandagreeduponbyall
LeadershipTeamMembers
1.IIFHealth
CheckBy
YOC&JMJ
1.IIFPulse
Survey.
2.IIFLT
Coaching&
Support/LT
Meeting
Support
1.IIF
Commitment
Workshop.
2.ROF
Meeting
1.IIF
Orientation
Train-The-
Trainer
Workshop.
1.IIFLT
Coaching&
Support/LT
Meeting
Support
TRAIN9PROJECTIIFPROGRAM
ACTIVITYTIMELINE
IIFFieldCoaching
1.IIFLT
Coaching&
Support/LT
Meeting
Support
Nomination
ofEditorsper
Subcontractor
ArticleGathering,Design,
AndPrinting
ArticleGathering,Design,
AndPrinting
ArticleGathering,Design,
AndPrinting

24. 24

25. 35

31. Introduction Commitment
JGC fully subscribes to the philosophy that all accidents and The ultimate success of the IIF program depends on the
incidents are preventable and that it is a fundamental right of genuine commitment (including time and effort) of Senior
each employee to be provided with a safe place of work and ManagementfromallSubcontractororganizations.Employees
thateach employee should returnback to his / her family in the from all levels of the organization would be required to
samethathe/shehadarrived. contribute a significant amount of time as they embark on the
The project recognizes that this is a bold statement and to IIF journey. JGC expects the unwavering support of all
achieve this noble objective it may not be sufficient to Subcontractor Senior Management personnel to fully support
concentrate our efforts on compliance with the HSE program theIIFprogramthroughouttheproject.
alone. The overall culture of the project has to be transformed
from a “compliance to HSE programs” culture to one where we WhatistheIncidentandInjuryFreeProgram?
“choose to follow HSE programs” because we want to be safe The IIF is a program that assists organizations to elevate their
andremainconsciousaboutit. overall organizational and safety culture. The program works on
Plan the precept that 'relationships are the foundation to
JGC intends to implement the IIF program as it had successfully accomplishments'. JGC aims to complete the Train 9 project
done in its recent past projects and they fully aware of the safely on schedule and with an excellent quality. This aim cannot
many challenges that it faces on the Train 9 project such as a be achieved by JGC on its own. The participation and support of
tight schedule, a lack of skilled workforce, limited work area each and every person who will interface with the project in one
that has to be shared with the various subcontractors involved way or the other is crucial to the overall success of the project. As
in the project, effective management of HSE on the project etc. such it is important for the entire project to build a healthy
These challenges underscore the importance of JGC and all of relationship with one another, as partners, and to accomplish a
its Subcontractors working together as one to complete the lot more together than we may be able to do so individually.
project on time with an excellent safety and quality There are few of IIF program that require the participation from
performance. eachofindividualmemberinthisprojectwhichare
Making the Impossible Possible, Making the Possible Real™Making the Impossible Possible, Making the Possible Real™
JMJASSOCIATES
SYNOPSIS ON THE
INCIDENT AND INJURY FREE
(IIF) PROGRAM

32. · InterviewsandDiagnosticSurvey returnonitsinvestment.
· Safety Commitment and Alignment Workshop (2 workshops TheIIFprogramwasinitiallyimplementedonJGC'spreviousprojects
eachlasting2days) to foster an excellent culture towards safety. However, the IIF
· Safety Leadership Teams (Once in two weeks initially, journey did not only deliver a safe working environment in those
monthlythereafter) projects but also improved the morale of all employees, productivity
· IIFOrientation(4hourssessionperemployee) and quality. These were the potential spin-offs of a culture in which
· Supervisory Skills Knowledge (SSK) Workshop (6 hours everyone genuinely cared for one another and where the project
sessionperSupervisor) aligned and worked towards a common objective. One of the
· Train the Trainer for IIF Orientation and SSK Workshop (3 common feedbacks that were received from many employees in
daystrainingsession) recent projects where the IIF program was implemented was that,
· Area Leader / Manager Nomination (JGC, Subcontractors “themanagementgenuinelycaredaboutthem”.Theywereproudof
anditsSubcontractors) beingamemberofthatprojectandultimatelywereabletocorrelate
· IIFHealthCheck/PulseSurveys theproject'ssuccesstotheirown.
· ManagementVisibilityonSite The Project Management Team of the Train 9 project intends to
· FieldSafetyObservation(BehaviorBasedPrograms) replicate our past successes in this job. This can only be achieved if
Conclusion JGCanditsSubcontractorspartnertogether,alignourobjectivesand
At its onset it may appear that a lot of time, effort and money would work towards these objectives together. However, it has to be noted
be required towards the implementation of the IIF program. thatthe Train 9 project wouldnot implement a 'carboncopy' of what
Although, this may be true partially, the potential benefits of had been implemented on the PGTL project but would implement
developing and molding a 'high performance project team' far initiatives that are unique to Train 9 project whilst retaining key
outweigh the efforts that would be taken to set this program in elementsoftheIIFProgram.
motion. In the business context this program provides an excellent
Making the Impossible Possible, Making the Possible Real™
JMJASSOCIATES
32

34. Bintulu is a coastal town and the capital of Bintulu District (7,220.4 square kilometers) in the Bintulu Division of
Sarawak. Bintulu is the fourth largest town in Sarawak after Kuching city, Miri city and Sibu town. Its current
population stands at 209,700. The ethnic composition is primarily Iban, Segaan, Chinese, Melanau, Kayan,
Kenyah, Punan, Malay, Orang Ulu, Kadayan and some minorities ethnic who was the local native. It is about 650
kilometersfromKuchingandabout215kilometersfromeitherSibuorMiri.BintulunicknamesaretheOilTown,
Energy Town of Sarawak. Bintulu is a central gateway to tourist spots like Bakun Resort, Niah Caves, Mulu
National Park, Loagan Bunut National Park, Lambir National Parl, Sibuti Wildlife Sanctuary, Rejang Pelagus,
Belaga and the Bario Highlands. Bintulu is accessible by air and road. In term of economy, Bintulu is a major
industrial centre and its port area in Kidurong which is located to the east of the main town hosts the Petronas
LiquefiedNationalGas(LNG)Complex,currently
Kampung Jepak which also know as Fishermen's Village may be mesmerized by the traditional feature and
lifestyle of Bintulu Melanau. Secondly, you can visit Council Negeri Monument – The Birth Place of the Sarawak
Legislative Council. A market place in Bintulu called Pasar Utama Bintulu, a night market located at Jalan
Kampung Dagang, Bintulu mosque named Masjid Assyakirin which is one of uniquely designed and structurally
modernmosque.ThenforBuddhafolloweryoucangotoKuanYingTongTemplelocatedatJalanSultanIskandar.
For those who enjoy the sun, sea and sandy beaches are welcome to visit Tanjung Batu Beach and Similajau
National Park as well. Bintulu are famous with their traditional foods like 'linut', 'umai', 'Belacan Bintulu' which
also known as prawn paste, 'kolo' mee and not to forget 'ayam pansuh' that also called chicken cook in bamboo.
ThesefoodsaresomeoftraditionalfoodsinBintuluandfamousinSarawak.InBintulu,therearealotofrangesof
restaurants and places to eat such as Ahza burger and Bana Burger are for those who want to taste the thick and
delicious homemade burger. For those who want to try Indian foods, you can dine in at Banana Leaf located at
Park City Commercial center and it is a good place to enjoy. Sushi King, Sushi Tie and Shabukun are available for
those who want to try Japanese foods. Not to forget Farley Foodcourt, Popular Foodcourt, SEDC Foodcourt, Sup
Kawah,ReefahCaféandotherrestaurantswhichoffervarietyoffoodsanddrinkwhichofferanaffordableprice.
Tanjung Batu Beach, Bintulu.
Another popular Bintulu tourist
attractions is the Tanjung Batu
Beach...a local picnic and
r e c r e a t i o n a l s p o t l o c a t e d
approximately 3 km from Bintulu
town centre.
Promenade, Bintulu.
Bintulu Promenade is the longest
waterfront in Sarawak...cover a area of
120 acre is both commercial and
recreational park combined. It is a quite
and serene site for a stroll while enjoying
the view of the Kemena River and the cool
breeze.
BINTULUBINTULU
DESTINATIONSDESTINATIONS
About BintuluAbout Bintulu

35. 5
Malaysia is a federal constitutional monarchy located in Southeast Asia and it
consists of thirteen states (Selangor, Perlis, Perak, Kedah, Kelantan, Pahang,
Terengganu, Johor, Melaka, Negeri Sembilan, Sabah and Sarawak. Then,
followed by three federal territories which are Kuala Lumpur, Putrajaya and
Labuan. Malaysia has a total landmass of 329,847 square kilometers (127,350
sq mi) separated by the South China Sea into two similar sized regions,
Peninsular Malaysia and East Malaysia. Islam is the state religion and Bahasa
Malaysia is the official language and English is the second language. Malaysia
has a multi-ethnic, multi culture and multi lingual society and the original
cultureoftheareastemmedfromindigenoustribesthatinhabitedit
Traditionally Malaysian Art is
mainly centered on the crafts,
weaving, silversmithing.
Indigenous East Malaysia are well
known for their wooden masks,
'puakumbu' textile, traditional
jewelries that was made from
gold, silver and beads. Peninsular
Malaysia are well known with
common artworks included
ornamental kris and beetle nut
sets, luxurious textiles known as
'songket' and traditional
patterned 'batik' fabrics. In terms
of performing arts, Peninsular
Malaysia famous with 'Mak
Yong', 'Zapin', 'joget', 'dikirbarat',
'wayangkulit' and 'kudakepang'.
While East Malaysia famous with
their traditional dance such as
'ngajat' dance in Sarawak and
'sumazau' dance in Sabah
Arts
Traditionally Malaysian Art is mainly centered on the
crafts, weaving, silversmithing. Indigenous East
Malaysia are well known for their wooden masks,
'puakumbu' textile, traditional jewelries that was made
from gold, silver and beads. Peninsular Malaysia are
well known with common artworks included
ornamental kris and beetle nut sets, luxurious textiles
known as 'songket' and traditional patterned 'batik'
fabrics. In terms of performing arts, Peninsular
Malaysia famous with 'Mak Yong', 'Zapin', 'joget',
'dikirbarat', 'wayangkulit' and 'kudakepang'. While East
Malaysia famous with their traditional dance such as
'ngajat' dance in Sarawak and 'sumazau' dance in
Cuisine
Malaysia's cuisine reflects the multiethnic makeup of
its population and is defined its diversity and many
cultures from Malaysia and the surrounding areas have
realty influenced Malaysian cuisine.
Places to Visit
Petronas Twin Tower is one of a must place to visit
while you are in Kuala Lumpur because it is one of the
tallest architecture in the world and we are proud it.
But, each states in Malaysia have their uniqueness and
it is worth to visit.

37. ncik Pandai Othman yang juga dikenali sebagai 'Pandai-san' merupakan Pengarah bagi
Projek Petronas Train 9. Beliau telah terlibat dalam Train 9 sejak tahun 2011. Beliau
sudah berumahtangga dan mempunyai anak perempuan yang berusia 18 tahun dan 2Eorang anak lelaki 14 dan 10 tahun. Salah satu hobi beliau ialah berbasikal dan beliau berkongsi
pengalaman iaitu berbasikal beribu kilometer di Australia dan Malaysia . Ini adalah pemangkin
semangat baginya . Selain itu beliau amat gemar memasak dan beliau ringan tangan untuk
membantu isterinya memasak untuk keluarganya. Hidangan kegemaran beliau ialah ikan Koi
Jepun. Malah di pejabatnya beliau mempunyai gambar ikan Koi Jepun yang besar.
Pandai-san berkongsi dengan kebimbangan beliau tentang masa 'downtime' dalam Projek Train 9
pada permulaan projek, tetapi beliau gembira dengan pencapaian pasukannya setelah melihat kemajuan yang telah dicapai untuk menyiapkan
projek ini dari awal hingga hari ini .Beliau amat teruja tentang nilai projek ini kerana tempoh biasa bagi sesebuah projek LNG siap adalah dalam
skala antara 42 hingga 45 bulan tetapi , pasukannya merancang untuk menyiapkan projek itu dalam tempoh 33 bulan sahaja. Ini merupakan
satu pencapaian yang tidak pernah dicapai dalam mana-mana sejarah di seluruh dunia .Salah satu faktor utama yang membolehkan
pasukannya untuk bercita-cita tinggi ini berikutan perancangan sejak dari peringkat awal projek. Semasa peringkat
FEED, pasukannya dipanggil untuk kerja-kerja mereka bentuk yang perlu dilakukan sebelum pembinaan
dimulakan. Ini membolehkan pelaksanaan segera rancangan itu apabila kontrak telah diberi kepada JGC.
Perancangan awal yang begitu teliti membolehkan banyak proses pembinaan dapat disiapkan lebih
awal daripada biasa .
Selain itu, beliau berbangga dengan pencapaian pasukannya mencapai 0 LTI dengan 10 juta jam
masa bekerja yang selamat. Beliau juga menekankan kepentingan hubungan di antara pihak Petronas
dan pihak JGC supaya bersikap lebih terbuka dan telus dalam menjayakan projek ini. Dengan sikap
sebegini segala masalah mendatang dapat diselesaikan sebelum menjadi lebih kritikal. Apa
yang amat menggembirakan beliau adalah apabila pelawat yang datang ke tapak Projek
Train 9 mengatakan bahawa pekerja dalam Projek Train 9 mempunyai sikap yang baik
dan menyambut kedatangan mereka dengan senyuman. Bagi Pandai-san,
berasa gembira di tempat kerja adalah penting sekali, kerana menurut beliau
orang yang datang untuk bekerja dengan pandangan yang positif akan lebih
produktif daripada orang-orang yang datang untuk bekerja hanya untuk gaji
Walau bagaimanapun , beliau berharap produktiviti dan pembaziran sumber
manusia boleh dikurangkan dengan menggunakan khidmat pekerja di tapak
pembinaan sebaik munkin dan efisen. Micromanagement lebih cekap dan
pintar diperlukan untuk memaksimumkan sumber-sumber ini.
Pandai-san bertekad untuk mengejar segala kelewatan yang sedang
dihadapi dan 7 Disember 2015 adalah sasaran beliau agar LNG Train 9
memulakan operasinya. Beliau melahirkan perasaan positif tentang
masa depan itu dan dia teruja untuk menyahut cabaran yang mendatang.
.
ncik Pandai Othman yang juga dikenali sebagai 'Pandai-san' merupakan Pengarah bagi
Projek Petronas Train 9. Beliau telah terlibat dalam Train 9 sejak tahun 2011. Beliau
sudah berumahtangga dan mempunyai anak perempuan yang berusia 18 tahun dan 2Eorang anak lelaki 14 dan 10 tahun. Salah satu hobi beliau ialah berbasikal dan beliau berkongsi
pengalaman iaitu berbasikal beribu kilometer di Australia dan Malaysia . Ini adalah pemangkin
semangat baginya . Selain itu beliau amat gemar memasak dan beliau ringan tangan untuk
membantu isterinya memasak untuk keluarganya. Hidangan kegemaran beliau ialah ikan Koi
Jepun. Malah di pejabatnya beliau mempunyai gambar ikan Koi Jepun yang besar.
Pandai-san berkongsi dengan kebimbangan beliau tentang masa 'downtime' dalam Projek Train 9
pada permulaan projek, tetapi beliau gembira dengan pencapaian pasukannya setelah melihat kemajuan yang telah dicapai untuk menyiapkan
projek ini dari awal hingga hari ini .Beliau amat teruja tentang nilai projek ini kerana tempoh biasa bagi sesebuah projek LNG siap adalah dalam
skala antara 42 hingga 45 bulan tetapi , pasukannya merancang untuk menyiapkan projek itu dalam tempoh 33 bulan sahaja. Ini merupakan
satu pencapaian yang tidak pernah dicapai dalam mana-mana sejarah di seluruh dunia .Salah satu faktor utama yang membolehkan
pasukannya untuk bercita-cita tinggi ini berikutan perancangan sejak dari peringkat awal projek. Semasa peringkat
FEED, pasukannya dipanggil untuk kerja-kerja mereka bentuk yang perlu dilakukan sebelum pembinaan
dimulakan. Ini membolehkan pelaksanaan segera rancangan itu apabila kontrak telah diberi kepada JGC.
Perancangan awal yang begitu teliti membolehkan banyak proses pembinaan dapat disiapkan lebih
awal daripada biasa .
Selain itu, beliau berbangga dengan pencapaian pasukannya mencapai 0 LTI dengan 10 juta jam
masa bekerja yang selamat. Beliau juga menekankan kepentingan hubungan di antara pihak Petronas
dan pihak JGC supaya bersikap lebih terbuka dan telus dalam menjayakan projek ini. Dengan sikap
sebegini segala masalah mendatang dapat diselesaikan sebelum menjadi lebih kritikal. Apa
yang amat menggembirakan beliau adalah apabila pelawat yang datang ke tapak Projek
Train 9 mengatakan bahawa pekerja dalam Projek Train 9 mempunyai sikap yang baik
dan menyambut kedatangan mereka dengan senyuman. Bagi Pandai-san,
berasa gembira di tempat kerja adalah penting sekali, kerana menurut beliau
orang yang datang untuk bekerja dengan pandangan yang positif akan lebih
produktif daripada orang-orang yang datang untuk bekerja hanya untuk gaji
Walau bagaimanapun , beliau berharap produktiviti dan pembaziran sumber
manusia boleh dikurangkan dengan menggunakan khidmat pekerja di tapak
pembinaan sebaik munkin dan efisen. Micromanagement lebih cekap dan
pintar diperlukan untuk memaksimumkan sumber-sumber ini.
Pandai-san bertekad untuk mengejar segala kelewatan yang sedang
dihadapi dan 7 Disember 2015 adalah sasaran beliau agar LNG Train 9
memulakan operasinya. Beliau melahirkan perasaan positif tentang
masa depan itu dan dia teruja untuk menyahut cabaran yang mendatang.
.
Pengarah Projek, PL9SBPengarah Projek, PL9SB
En. Pandai Othman
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