This document summarizes an ERP post-implementation review conducted over six months. The review assessed the ERP project's success level, identified gaps and lessons learned, and made recommendations. Key findings included mostly positive feedback, some deviations from planned timelines and budgets, and over 70 identified issues across various business processes. Recommendations to address gaps included 26 business cases and 33 quick win actions. A workshop was later held with department heads to present results and discuss feedback from the three-year ERP project.

2. TABLE OF CONTENTS
01 EXECUTIVE SUMMARY
02 ERP Project Journey
03 Engagement Model
04 Milestones
05 ERP Assessment Overview Summary
06 GAP Analysis and Recommendations
07 MAXIMO
08 ORACLE FINANCIALS
09 ORACLE HCM
12 ERP Achievements
13 ERP PIR Department Head Workshop
15 Lessons Learned
17 Memories
This report has been prepared by GASCO for general information only. Information contained herein has been
obtained from sources deemed reliable and no representation is made as to the accuracy thereof. This includes
government agencies, universities, third party suppliers, etc. GASCO does not guarantee, warrant or represent
that the information contained in this document is correct. Any interested party should undertake their own
inquiries as to the accuracy of the information. GASCOl excludes unequivocally all inferred or implied terms,
conditions and warranties arising out of this document and excludes all liability for loss and damages arising
there from.

3. EXECUTIVE SUMMARY
As a result of the management discussion in Sir Bani Yas Management
Retreat last January 2011, the CEO initiated the ERP Post Implementation
Review to assess the ERP project’s success level, to identify the gaps and
lessons learnt and to make recommendations for future projects.
The ERP Post Implementation Review (PIR) was conducted over a period of
six months with members from HC, FM, CD, TS, IT and with the assistance
of external subject matter experts. These experts were brought in to assess
the business and IT maturity based on best practices and to come up with
recommendations to bridge the gaps.
The review was undertaken through online surveys, face-to-face interviews
and workshops with key Management and end-users. The overall assess-
ment of the project was relatively positive, as exhibited in the following pages.
ERP PIR 01
ERP Post Implementation Review 03

4. ERP Project Journey
[The ERP Project] is a vital enabler
of our business, as it constitutes
the backbone of so many of internal
cross-functional activities. This
implementation will be a significant
improvement, a major change that will
touch every GASCO staff, or
contractor engaged in any working
relationship with GASCO.
– Dr. Yves Pouradier
ERP Project Initiation Review Process
Analyze Project Performance
Review planeed vs Actual objectives
Award External SME
Face-to-Face Workshops / Surveys Conduct Interviews & Syrveys
Document Achievements and Lessons Learnt Achievements & Lessons Learnt
Analyze / Verify Findings
Identify Gaps
Design Improvement program
and Engagement Model Recognize benefits realized
Present PIR to Management
Formulate Recommendations
PIR PROJECT CLOSURE
Develop Project Plan
Jan 2011 Mar 2011 Apr 2011 May 2011 Jun 2011 Jul 2011 Build Business Cases
344 3 32
Online ERP Online ERP Project Gap Analysis Workshop
Applications Vendors Satisfaction with Maintenance,
end-users Satisfaction Commercial, Human
Surveys.
Surveys. Capability, and Finance staff.
35
Face-to-Face interviews
29 Online ERP Project
Members Satisfaction
Surveys
with SVP, VP and department
heads from TS, CD, FM, HC
and Plants.
02 gasco.com

5. ERP System Engagement Model
+
An Engagement Model was introduced to monitor the ERP PIR recommendations As seen above, the Model provides a restricted process for introducing new initiatives or
implementation and to review and control the new ERP initiatives. The Model consists of enhancements into the ERP production environment with minimal disruption to the ongoing
three groups: the ERP Steering Committee to set future direction for ERP Solutions, operations and also to monitor the ongoing issues. As with all projects, user engagement
IT/Business Department Heads (Custodians) to monitor and control the initiatives, is a key factor to success, which was why GASCO tried to include the end users in as many
and the systems’ custodian focal points to formulate enhancement initiatives and to phases of the ERP project as possible.
provide feedback on the success of enhancements.
ERP PIR 03

6. Milestones
PIR Project has all the right
ingredients for success…
Management support, End
Users interest and support,
and committed and
competent Team Members.
Pre - Implementation Phase
Implementation Phase – Khalid al Katheeri
GO Live - Drop 1 “ORACLE HCM”
GO Live - Drop 2 “MAXIMO & ORACLE Financials”
Actual
Post - Implementation Phase
Post - Implementation Review Planned
2007 2008 2009 2010 2011
Sept Apr May Mar Apr May Jun May Jun Jan Jun
It was a golden opportunity for us to review the ERP Project The ERP Project is a successful achievement by
Implementation to highlight the areas of improvement, lessons having and adopting a well-proposed plan and
learnt and make sure that the ERP Project had solved the good team involvement from sites and HQ.
problem that it was designed to address. Thank you for the Well done!
management who is always supporting us towards
excellence. - Ismail al Hosani
– Jamal Omar Daqruq
04 gasco.com

7. ERP PIR Assessment Overview Summary
The ERP PIR assessment was divided into two main categories: the first was an
assessment of planned versus actual objectives, deliverables, scope, schedule, expenses
The second part of the review was to assess the
and resources.
effectiveness of existing ERP solutions and business
The below chart illustrates the assessment results of planned versus actual achieved project
process gaps against leading best practices for
objectives for Maximo, ORACLE HCM, ORACLE Financials and the Infrastructure
Maintenance, Commercial, Human Resource and
subprojects. The major deviations were related to delays in implementing the Budget
Finance.
management module [ORACLE Hyperion] and Journals workflow approval; both are
expected to be deployed by Q3 2011.
23
g rade 18
im o Up
Max l
HC M Fin ancia 14
13
CLE CLE
10
ORA ORA
Infra
struc
ture
8
5 7
4
4
1 es usiness s s s
issu ons ue es
ion s ss
ue usine ases ions
s ss s
b es acti iss sin es
bu cas act iss
ue busineases tion
No / Minor / Major No / Minor / Major No / Minor / Major No / Minor / Major cas b c
ac
t iss c
ac
Deviations
Maximo & Maintenance Maximo & CD ORACLE HCM ORACLE
TOTAL : 28 No Deviations business processes business &HC business FINANCIAL & FM
12 Minor Deviations processes processes processes
2 Major Deviations
73 issues were found, with the issues falling into
technical, process and/or human categories.
A TOTAL OF
26 business cases and 33 quick win
actions were generated as recommendations to
bridge the gaps.
During the meeting
ERP PIR 05

8. Comparison
This section consolidates
all gaps identified
during the workshops,
project performance
The effectiveness deviations
of existing ERP solutions and ORACLE Financial/HCM A strategy
and business process gaps snag lists. and project plan
were assessed against have been developed
leading best practices for the implementation
for Maintenance, Commercial, of these recommendations.
Human Resource and Finance.
Application Satisfaction Survey:
Overall how would you rank your satisfaction with the following systems?
Maximo Oracle Financials Oracle HCM
6% Fair 12% Fair 5% Fair
68% 26% 44% 44% 68% 27%
Excellent Average Average
Excellent Average Excellent
gasco.com

9. Thank you, IT,
for all your support. GAP Analysis
- Ahmed Bawazir
Maximo
Gaps Recommendations
Maximo is slow from Plant Sites • Better Coordination among IT Teams
• Analysis of Maximo Performance Issue by the Joint IT Team (team should be comprised of:
Maximo Support team, IT Systems & Database team, IT Security Team, IT Network team)
Accuracy of data in Maximo • Analyze the Data Quality Errors in Maximo (especially in description of Assets, Locations
and assignment of Asset to Locations)
• Data Cleansing Exercise (ensure that Accuracy, Completeness and Uniqueness of data is
achieved)
• Review of Quality Check Process before entering the data in Maximo
• Standardization of Data Entry in Maximo by agreeing on Nomenclature and centralizing the
data entry of new asset
Maximo is not being used for HSE requirements • Use Safety sub module to get directions from Safety department
• Use Hazardous Material functionality
• Automate and Integrate the Permit to Work Process
Commercial Directory is not utilized Comprehensively • Reports should be generated and reviewed by Commercial Management to identify the lack
of utilization of Commercial Directory
• Category Supplier History should be shared with Bid Opening Committee
• Implementation of Comprehensive Suppliers Performance Evaluation System
Lengthy Supplier Pre-qualification cycle • Introduce comprehensive KPI to monitor supplier prequalification time
• Simplification of Prequalification Process for Non Critical Categories
• Unification of Supplier Prequalification Process and Directory across all Groups
Budget Check for Non Term contracts is done at the Release Order level
• Budget check before raising a Non Term Contract
Documentation is not updated once Change Requests are entered • Update and Preparation of all System Specifications
• Introduction of Design Authority and Change Control Procedure
Lack of System Enviroments • Introduction of Design Authority and Change Control Procedure
• Report Committee should formulate GASCO’S Reporting Strategy
Lack of Strategy for Reporting Tools
ERP PIR 07

10. ERP Project is one way
GAP Analysis
towards continuous
improvement and
enhancing our business
processes. Good luck!
- Hassan Al Hammadi
ORACLE Financials
Gaps Recommendations
Delay in resolving technical issues • Conduct Regular Meetings with Finance Team
• Introduction of Design Authority and Change Control Procedure
Delay in Month-End Period Closing • Establish Payables Task Force Committee to investigate Payables process and
eliminate manual controls and other non-value added activities in paying invoices
• Review and agree holistic integrated Period-End Closure procedure to meet the
GASCO target (and strive to achieve industry benchmark)
Cash Management Process is manual • Configure Oracle to enable these available functionalities
Major Projects Commitments are not captured in System • Capture Major Projects commitments in system
Budgeting Process is not fully automated • Ensure end-to-end Budgeting Process before Hyperion implementation
• Increase the approval limits of the Accountant and Senior Accountant to reduce
A lot of Manual work (manual verification) for Payments processes the work of Head of AP
• Establish Payables Task Force Committee to investigate Payables process and
eliminate manual controls and other non-value added activities in paying invoices
• Review and agree holistic integrated Period-End Closure procedure to meet the
GASCO target (and strive to achieve industry benchmark)
• Implement Oracle BI Applications and OBIEE
Lack of Financials KPIs
• Introduce financial KPIs according to IBM Best practices
08 gasco.com

11. March 09th marks the beginning of the ERP
GAP Analysis
Project Deliverables reaching the end users.
Memories
A massive amount of energy and time has
gone in ensuring that your requirements and
quality standards are reflected in the final
product - Oracle HCM.
- Yves Pouradier
ORACLE HCM
Gaps Recommendations
Data Management & Quality Issues • Conduct an Effective Awareness Program Targeting Oracle End-Users
• Data Validation / Check Points
• Conduct an Effective Awareness Program Targeting Oracle End-Users
Lack of Reliable Reporting
• Implement and Deploy Business Intelligence Reporting Tool
• Conduct an Effective Awareness Program Targeting Oracle End-Users
Limited Analytical Reporting
• Data Validation / Check Points
• Implement and Deploy Business Intelligence Reporting Tool
Oracle Competency Management not being used • Integrated Talent Management Framework:
Deploy Oracle Self-Service
Build a “Smart” Skills Matrix
Implement Oracle Talent Management Solution
Learning Management not leveraged
• Integrated Talent Management Framework
Performance Appraisal Management not utilized
Urgent Payments outside Payroll • Adhere to the ad hoc payroll run and quick pay such that employee payments outside
the payroll can be liminated
Contractual Staff Salary Payment Process • Contractual Staff Payroll to be streamlined via Oracle.
• Carry out Business Process Realignment exercise escorted by effectual Change
Managment
Paper-based Expense Reimbursement • Automate Expense Reimbursement
• Carry out Business Process Realignment exercise escorted by effectual Change
Management
ERP PIR 09

13. We are proud that GASCO
ERP Achievements
is implemented state of the
art professional tools, world
class system, including new IT
insfrastructure technology, all of +
which contributes to our corporate
journey toward ecxellence.
- Adel Salem Alkaff
• The ERP Project experience introduced more skilled internal
support resources in both business and IT leading to major
ICT Achievement Award
improvements in support quality and response
GASCO ERP Maximo Project won the ICT time.
Achievement Awards of Best Energy Deployment
of the year 2010 over the Middle East.
• Infrastructure was upgraded to the latest technology
ensuring better security, performance and availability.
The ICT Achievement Awards honours the high
achievers and trend-setters of the IT industry of
• Automated number of Financial & Human Capability processes
the region.
resulted in improving the processing time and elimination of
manual intervention.
• Automated the Maximo Maintenance and Commercial processes.
As a result, the processing time and procedure compliance was im-
2010 IBM Maximo Supply Chain proved and more than 1,156,000 workflows were initiated and
completed since the go live date.
Best Practice Award
• More than 200 visits to Plants.
Innovation
Return on Investment
Empowering the User Community • More than 1,000 workshops conducted during the ERP
Best Practices Project.
+
• Fulltime members spent 10,000 additional working hours.
ERP PIR 11

14. Last year ERP project planned 09th March 2009 for its de-
liverables, and I am pleased to announce that the First ERP
deliverable Oracle HCM is live and operational as of Today,
09th March 2009 as promised.
From today the single source of HR data is Oracle HCM.
It is now up to all of us to utilize this new application to its
full potential and ensure that the expected benefits to the
organisation are realized rapidly.
I would like to thank the Project Team for their continious dedication and the
very long working hours they spent on the project over the past months.
I would like also to recognize all other employees who contributed to the
ERP Project in a genuine spirit of openess, trust and teamwork, thus
ensuring this succes.
Best Regards,
Mohamed A. Sahoo Al - Suwaidi
General Manager , GASCO

15. PIR Dept Head Workshop
+
IR
ERP P 011
NE 2
23 JU hop
works
The ERP Post-Implementation Review was held at Al Rimal Club on 23 June to
present the ERP Maximo and Oracle findings and to discuss the feedback from
the three-year long project.
Peter Verhulst (SVP, CS) welcomed the guests and was soon followed by Ben
Stanberry from the International Institute of Research (IIR), who was brought in to
discuss Change Management and how GASCO can benefit from this inevitable
organizational process.
Mr. Stanberry created a ‘crime scene’ to demonstrate how the 12 most common
corporate characteristics can ‘kill’ change and how GASCO can better assimilate
to and prepare for changes in the future. In the afternoon, IBM external
consultants held workshops for Maximo and Oracle users.
Also, a yoga instructor was brought in to show the team how stretching and
breathing can help to relieve stress.
ERP PIR 13

16. Improvement

17. ERP Implementation, we are introducing
a very powerful set of systems, but
we need to remember that we will be
working with data migrated from different
Lessons Learnt
legacy systems running on different
platforms. It is critical that activeties like
data clean up and data migration are Overall did you think the ERP was a succes?
approached in a comprehensive manner,
and all aspects are considered, tested no yes
and quality reviewd.
- Abdulla S. Al Minhali
31 32 32
4 3
ACHIEVED 3
USER PARTICIPATION
Encourage the participation of low level users who use the system more Were the project
objectives achieved? Did the implmentation
frequently in all project phases, especially requirements. They should be identified early on
process go according
and involved in decision making to get their buy-in and manage their expectations.
to plan? Was the project
(Source: Senior Mgmt Survey)
successful in your view?
VENDOR SUPPORT
Ensure vendor is certified and qualified and has the required competencies and
capabilities. Moreover, vendor support continuity after the implementation is completed is MISSED
essential to increase awareness about the system. An agreement should be signed at the
project start to ensure their commitment. (Source: Senior Mgmt Survey) ERP EXPERIENCE
No comprehensive business case was developed for the ERP Project. The
TEAMWORK business case should clearly state the expected business benefits and define measurable
The dedicated ERP interface team to test the process from end-to-end point of objectives, goals and deliverables.
view contributed in minimizing the integration issues. (Source: PIR Presentation) Data cleansing exercise was carried out during the ERP Project, but it was not
Grouping and Allocating Project members from business, IT, and external vendor sufficient. More attention should be given to the ERP data quality.
in one location increased team’s productivity. (Source: PIR Presentation)
COMMUNICATION
MANAGEMENT Change Management was not carried out properly and some ERP applications
Planning and simulating the ERP cut-off date more than 4 times minimized the Go faced user resistance.
Live risks and improved the team readiness. (Source: PIR Presentation)
The ERP Systems deployment was smooth through the Soft & Safe Drops MANAGEMENT
approach, which increased the stability probability and minimized the culture shock. More sites visits need to be conducted to ensure the implementer capabilities,
(Source: PIR Presentation) collect lessons learnt and to overcome the ERP challenges.
COMMUNICATION CORE-TEAM CONTINUITY
The ERP Project was successful in managing the communication process so that Core team continuity is the driver of the project: Part-time involvement of some of
all stakeholders were informed of the project status on-time. Many methods were used, the project team members and ending of the steering committee meetings caused a gap
including web portals, emails, and newsletters. (Source: PIR Presentation) towards the end.
ERP PIR 15

18. -
GASCO’s business enviroment is one of significant growth. ERP is a
necessity to accomodate this growth. Successful implementation of ERP
requires a preparedness of our employees to accept change!
I would urge every one to actively acquire the knowledge of how to work
with the new system and take full advantages of the training program
provided by the project.
As extra, E-Learning tools will be provided, for all those who wish tp practise
on their time, at their pace, and focus on a specific subject. This is an
opportunity to enhance individual skills as well as GASCO’s business.
- Cyrilles Huijsmans
Assistant General Manager (Operations)
System integration, utilizing standard interfaces and
taking advantage of best practices, will help all of us
to access quality information immediately, in order
to take decisions in time. More robust interfaces
between Maximo and the Oracle are amongst the
major benefits we will experience from the new ERP
slution.
- Rashed Abdulla Al Shamsi,
AGM(A)

19. Memories
ERP PIR 17