Site separate company

Thailand s sole producer of methane, propane, and LNG/NGL is operating at least four gas separation plants. From these state-owned sites, the company supplies more than 90% of its production to the domestic market. A small percentage of NGL is exported. 

Chemical companies have taken a number of different routes. Hiils and Hoechst, for example, before their respective mergers with Degussa and Rhone-Poulenc, integrated a great many corporate service functions into their divisions and spun off all infrastructure functions into a separate site management company ( industrial park ). Monsanto has moved its central services into a central business division called Monsanto Business Systems, while Bayer favors a strong corporate center with five corporate divisions and seven central service divisions. 

Where a large quantity of inert gas is required for the inert blanketing of tanks and for purging (see Chapter 9), this will usually be supplied from a central facility. Nitrogen is normally used and can be manufactured on site in an air liquefaction plant or purchased as liquid in tankers. Nitrogen is often supplied through an across the fence contract with one of the air separation companies. 

In late 1906, Linde traveled to the United States. Determined to establish a U.S. air separation company, he inspected Lightfoot s site and purchased the land. Early in 1907, he persuaded a group of businessmen to invest in the Linde Air Products Company. With the company s incorporation in January 1907, the American air separation business was firmly rooted (25). 

Equipment Costs. Equipment costs include the purchased cost of process and materials handling equipment, storage faciUties, waste treatment equipment, stmctures, and site service faciUties. Installation costs such as insulation, piping, painting and finishing, foundations, process stmctures, instmmentation, and electrical service connections are estimated or factored separately. Actual quoted prices from suppHers are the best data, but these are not usually available when estimates are made. The quick, inexpensive cost estimates are based largely on personal cost files, internal company cost data, or pubUshed cost correlations. 

In the United States, electrical and electronic appliances, when old and considered to be wastes, are sent to sanitary landfill sites for dismantling, separation, resource recovery, and disposal. Commercial companies are getting formed for the waste handling, packaging, transportation, resource recovery, and disposition operations, aiming at profit-making.1-3 5-11... 

If it has not been already completed, the first recommended task is to establish/designate a validation team within the company—perhaps one snch team at each of mnltiple sites. If one elects to have a separate team at mnltiple sites, these teams mnst make certain that they carry ont the validation processes consistently across all sites. In larger corporations, this is often accomplished via a central validation committee managing the individnal gronps at the varions sites. For smaller companies a team may consist of only one individual. The goal of the team(s)/committee is to draft comprehensive validation plans and protocols across all the instrnments, systems and processes that reqnire validation. They must then diligently execnte, document and verify each validation procedure. 

For Eurodif and for Pierrelatte, the supports were made by private industrial companies, the final separating layer by SPEC and the CEA developed the process and had the overall technical responsibility. A handful of companies were competing to manufacture the membrane support structure. Finally, two companies proposing ceramic oxide based supports, Ceraver (the new name of CGEC) and Euroceral (a 50/50 joint venture between Norton and Desmarquest) each won 50% of the market. This happened in 1975. Within a matter of 6 years, each company had to deliver more than 2,000,000 m of supports which SPEC would convert into more than 4,000,000 m of membranes (Charpin and Rigny 1990). Special plants were built at a very rapid pace. These were close to Tarbes for Ceraver, close to Montpellier for Euroceral and close to the Eurodif site for SPEC. 

Over the last couple of years, site services and infrastructure have undergone a major transition many chemical companies have established a dedicated service unit, sometimes even as a separate legal entity. As competitive pressure in the chemical industry increases, site services and infrastructure must continue to adapt and thus spare no effort to further increase their own competitiveness and contribute to their customers success. 

These diverging views have led to a strong pressure towards separation - predominantly at multi-user sites where service customers are often from different corporations. With service companies increasingly trying to expand into the external market, some chemical companies in turn became convinced that a successful disinvestment would be possible. A number of them have indeed made intense disinvestment efforts. Up to early 2005, however, these efforts have not been successful. 

As site services and infrastructure made the transition first to bundled services units and then in some cases even to separate independent service companies, they were faced with the need to significantly professionalize the way in which they rendered services to both internal and external customers. 

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