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of their contribution to the common goal and he/ condensed in the guide word elected as the most
she has to consider it as the most appropriate aid representative of the entire path: GROW. The in-
at this time and in that circumstances. On the con- tegrated team composed by skilled and experien-
trary, if the exchange of information and actions is ced members of Evonik and Wood has wanted to
perceived as not suitable, the suspect that the enti- identify with this term the growing of the group in
re activity could not be adequate can easily spread, terms of spirit, confidence, alignment and self-su-
undermining the basis of the teamworking itself. stainment. In essence G stands for ‘goals’ which
Mutual trust is therefore indispensable both in ma- define the common tasks to be achieved; R stands
king the execution plan more efficient, reducing the for ‘realty’ which is the ground on which the team
time necessary for the control and the verification is called to work; O stands for ‘obstacles’ which
of the received support and in improving the social represent all the hindrances and obstructions that
mood within the team. have to be removed with the common work and W
Another crucial topic largely addressed was the stands for ‘will’ which is the authentic nutriment of
communication. Considering the different origin of the cooperation.
the team members, the multiple languages and the
various relationship habits, a special attention has
been reserved to the way of conveying the messa- Conclusion
ges. In a large project as Pisa, it was essential to The PISA project is now in the final phase of the
assure the uniqueness of the transmitted info. Both erection and pre-commissioning. After the first
the sender and the receiver must be aware that the stage in Milan, where both Evonik and Wood sat
content of the message cannot be freely interpre- in the same physical area, the project team has
tated but needs to be clear, pertinent, documented been relocated to Germany, always assisted and
and possibly limited to one topic. A great job was supported by Chennai remote engineering staff.
done in providing the project team with communi- The execution plan and the work done in providing
cation tools and protocols to help each member to the project stakeholders with a robust toolbox of
handle the exchange of information in an orderly teamworking instruments have deployed their fru-
and coordinated way and similarly dedicated one- itful effects since the beginning, allowing a smooth
to-one and group-to-group periodical alignment transition from design to construction and reinfor-
sessions have been organised on purpose. cing the resilience of members even during the
Summarising the result of the teambuilding can be challenging and ongoing Covid pandemic period.

Franco Biondi

Franco Biondi is a graduate in Aeronautical engineering at Politecnico di Milano. After an initial experience
at FiatAvio, Biondi joined Wood (former Foster Wheeler Italiana) in 1998 as Project Engineer and over
the years he has covered positions of increasing responsibilities, rising from Engineering Manager to his
current role as Project Director.
He has participated to the execution of refining, petrochemical, pharmaceutical and power generation
projects by working with international organisations and major clients such as ExxonMobil, Eni, PDVSA,
Fiat, Pemex, GSK, Evonik, Bracco. Since 2019 he is adjunct professor of Project Management at Poli-
tecnico di Milano, course of Energy Engineering.

Progetto di espansione della produzione e capacità

di PA12, un’esecuzione basata su un lavoro di squadra

solido e resiliente

PA12 capacity expansion project PISA è un progetto complesso, articolato e sfidante dal punto di vista tecnologico.
Al momento è il maggior investimento di Evonik in Europa e riveste un ruolo decisivo nell’espansione commerciale
della multinazionale tedesca. La peculiarità del processo chimico, la costruzione basata su diverse unità produttive e
l’uso di elevati standard ingegneristici hanno richiesto un impegno non indifferente nel concepire un piano esecutivo
che rispondesse alle esigenze e agli obbiettivi fissati per l’investimento. Non meno gravoso è stato declinare in una
gestione operativa mirata, costruita attorno a un modello multicentro e multiculturale, le prerogative strategiche del
progetto. Wood, nel suo ruolo di EPCM contractor, in stretto allineamento con il cliente, ha proposto uno schema
esecutivo connesso alla propria presenza globale, fortemente orientato all’integrazione dei team e alla loro capacità
di lavorare insieme in maniera coordinata e consistente.

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