WED, JUN 24 2020-theG&BJournal-The Nigerian Content Development and Monitoring Board (NCDMB) and the Nigerian LNG Limited Tuesday held a meeting of the Engineering, Procurement and Construction (EPC) components of the NLNG $7.6 billion Train-7 to signal the kick-off of the massive project.
The event was held virtually and ‘’it provided an opportunity for NCDMB key officials to clarify some technical details relating to the Nigerian Content Component of the project,’’ according a press statement by the NCDMB.
Engineer Wabote Simbi, the Executive Secretary of the NCDMB described the project as record- breaking in his goodwill message, noting that the journey had been marked with many firsts, particularly in methodology, stakeholder awareness and participation and speed of completion of the regulatory approvals by the board.
He described the signing of the Train-7 contract in the middle of COVID-19 as a global record, ‘’that gave Nigerians the must-needed boost in the midst of the current challenging times.’’
He challenged the lead contractors-Saipem, Chiyoda and Daewoo (SCD) joint venture and subcontractors to set Nigerian Content records during the project implementation phase.
‘’We must not just limit ourselves to the Nigerian Content Plan (NCP) and the Nigerian Compliance Certificate (NCCC), Simbi insisted, urging the contractors ‘’to adopt ‘we-can-do’ spirit with respect to jobs creation, trainings for new skills, in-country capacity utilization, addition of new capabilities, Research and Development and uncommon innovation into territories uncharted.’’
While congratulating Saipem for the in-country capacity it had developed over the years, he said the company was obligated to use the project to pull along other smaller Nigerian businesses.
The Nigeria LNG limited managing director, Engineer Tony Attah described the contract award and execution of Train-7 as a clear demonstration of the commitment of NLNG and its shareholders to continue investment in the Nigerian oil and gas sector with the attendant creation of capacity, competency and value.
‘’The challenges of the pandemic had compelled NLNG and the SCD JV to agree on scope adjustments that will facilitate a controlled start to the execution phase of the project, with limited engineering activities for the first 12 months (Pivot Period),’’ he said.
According to him, the engineering design office will open in Nigeria in August, the bulk fabrication and manufacturing activities will be suspended until the COVID-19 pandemic is under control.
‘’The parties have agreed mechanisms that will facilitate a ramp up and pivot into full scope of work as soon as clearly defined indices are achieved at which point the more traditional expectations of the project execute phase will come into play with full mobilization of the contractors to site,’’ he said. He added that the critical mass of construction and fabrication activities will take off when the pivot into the full project scope occurs.
The MD confirmed that Nigerian Content is one of the key content drivers for Train-7 as it will create jobs, deepen competency and capacity, unlock opportunities in the oil and gas industry and hopefully open the door for further expansion activities with the possibility of further LNG Trains and projects.
He assured that the NLNG will collaborate with contractors and the Board to deliver the agreed Nigerian Content, within budget, on schedule, in accordance with the highest standards of ethics and compliance, and a strong focus on HSE.
‘’The Community Content is a key part of the project,’’ he noted, and requested the support of the Board to close the issue of Community Vendors that will participate in the project.
In his comment, the managing Director of Saipem, Mr Walter Peviani applauded NCDMB and NLNG for the extensive work they did with the Nigerian Content Plan. He said the NCP created a clear path for the bidders with regard to Nigerian Content requirements and enabled them to structure their bids properly.
He described the implementation models adopted by the NCDMB as very effective, suggesting that they would lead to lower cost of project execution and compliance with the project plan.
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