Marafiq wins the 2017 Global Water Intelligence Award for ... · Marafiq wins the 2017 Global Water Intelligence Award for Best Industrial Water Plant ... loss of process. Marafiq’s

Marafiq World | Issue # 38 | November 2017

Issue 38November 2017

Marafiq wins the 2017Global Water Intelligence Awardfor Best Industrial Water Plant (page 26)

2 Marafiq World | Issue # 38 | November 2017

Section Title



Table of Contents

3

Saeed K. Al-AbdullahManager, Corporate Communications Department

Abdullah Ali Al-AmriChief Editor

Editorial Board Basheer Al-Tarouty Steven Carl Smith Gerardo Dumo (Ardee) FloresAnsary Domado, Design and PhotographyAbdulrahman Al-Sehli, Photography

PO Box 11133, Jubail Industrial City 31961Tel: 013 340 9707 Fax: 013 341 [email protected]@[email protected]

Contents:Message from the President and CEO.............4Safety.....................................................6Becoming a Sustainable Organization.........10Mid-Year Employment Performance Review 11Tawasul ..............................................12Projects...............................................13MaSa..................................................14Corporate Communications.....................22Health and Wellness...............................24Get to know.........................................25Highlights............................................26Our Talented Writers...............................32Wiz Quiz..............................................39


Section TitleMessage from the CEO

Abdullah K. Al-BuainainPresident and CEO

“Marafiq takes its responsibility towards its people, society and the

environment very seriously.”



Message from the CEO

Marafiq nurturing a culture of sustainability

Marafiq places a high value on providing world leading services and quality products, to its customers. Marafiq has achieved many successes within the power and water industry, and is proud to announce that Marafiq will be taking its current sustainability activities to the next level, whereby it will serve as one of the core foundational stones of its strategic planning. The sustainability implementation will be phased in through two stages (5 and 10 years).

Sustainability is considering short and long-term economy, environment and society impacts of organizational decisions and actions. Through the lens of these three pillars economy, environment and society (profit, planet and people), Marafiq will drive its sustainability activities.

Marafiq will garner many benefits by fostering sustainability, such as creating long-term financial value, positive reputation, meeting customers’ expectations, environmental protection, supporting local communities, providing competitive advantages, flexibility to meet market challenges, increasing reliability, improving operations efficiency, focusing on business footprints, reducing costs, safety enhancement and risks mitigation.

Sustainability programs will propose opportunities for energy savings, design improvements, new production processes, waste reduction, and low-

carbon solutions. Energy savings are often an entry point for organizations just beginning their sustainability journey. Engaging employees to generate new ideas and innovative solutions, as well as advocating and promoting behavioral change, furthers the impact of these programs.

Marafiq has contracted a professional consultant to establish its business sustainability plan, in line with the best international practices. A dedicated team in Marafiq will lead the sustainability implementation in cooperation with different departments and stakeholders. Our employees and cross-functional collaborations are critical to our success in sustainability. We want to embrace and promote a sustainable culture within Marafiq, as well as train and educate our stakeholders.

There have been significant developments in our how organi-

zations across the world and in Saudi Arabia are conducting sustainability efforts, these include environmental and operational conservation, stream lining supply chain issues, promoting in-country value, reducing resource-related risks, encouraging employees to create new sustainability-driven opportunities, and producing an annual sustainability report that demonstrates transparency.

Marafiq takes its responsibility towards its people, society and the environment very seriously. We will continue to nurture sustainable business and growth wherever we operate. This is central to our values and essential for our license to operate. We will continue our relentless pursuit of sustainable business practices and greater value creation. Moreover, this reflects our commitment to achieve sustainability excellence and to be a leader in our region.


Safety

I am delighted to share with you a new safety milestone. The British Safety Council has awarded Yanbu site with 5-star rating while Jubail site was given a 4-star rating after their thorough assessment on our Occupational, Health and

Fouad abduljaleel JambiManager, Industrial Security - Yanbu

Five star OccupationalHealth and safety award 2017 by british safety Council

Safety procedures which was conducted in July 2017.

The 5-star rating given to Yanbu Team is a remarkable achievement and I believe this achievement has been made through the visible and effective leadership

and collective efforts of our employees on their resilient commitment to safety.

Congratulations to all our employees (Direct hire and Contractors).


Safety

Committee for Contractor Safety is the subcommittee under Marafiq Central Safety Committee working to enhance the Occupational, Health and Safety (OHS) awareness and inculcate positive safety culture among the contractors for continual improvement of OHS performance and to promote Marafiq contractors in attaining the world class OHS excellence.

The Committee for Contractor Safety has robust criteria for its

annual Safest Contractors Award, which recognizes the safest contractors every year with a trophy and certificate of appreciation, one contractor company in Jubail and one in Yanbu. The main objective for the annual award is to promote a healthy competitive environment among Marafiq’s contractor companies and to encourage them to continuously improve their OHS compliance.

Marafiq’s safest ContractorJubail-2016 award

The Committee for Contractor Safety – Jubail has announced Marafiq’s Safest Contractor for the Year of 2016.

Zamil Operation & Maintenance Co. (High Voltage Contract) is declared Marafiq’s Safest Contractor from Jubail. Congratulates Zamil staff and its Management for this achievement.

Committee for Contractor Safety (CCS) Jubail Chairman Mohammed Hassan Al-Shammari congratulates Zamil staff and management for winning Marafiq’s Safest Contractor Award


Safety

At the root of every accident or incident is a near miss that was ignored and not prevented. Near miss incidents often precede loss producing events but are largely ignored because nothing (no injury, damage or loss) happened. Employees may not be enlightened to report these close calls as there has been no disruption or loss in the form of injuries or property damage.

Marafiq Occupational Health and Safety Management System (OHSMS) manual define near miss as an undesired event including attempted intrusion that under slightly different circumstances could have been an incident resulting in harm to people, damage or loss property, damage to equipment or environment or loss of process. Marafiq’s OHSMS manual stresses that although near misses cause no immediate harm or damage, they can precede events in which a loss or injury could occur. Each and everyone in the organization are encouraged to participate in reporting of near misses, which provides an opportunity to prevent future incidents and promote proactive safety means raising awareness of potential hazards and mitigation

Mohammed Hassan al-shammariIndustrial Security Manager - Jubail

strategies. Recognizing and reporting near miss incidents can significantly improve worker safety and enhance the safety culture of the company. Employees involvement is vital for the success of the near miss program.

Reporting near Miss incidents

An employee walks down the hall, stepping over an extension cord stretched across his path. He turns a corner and nearly collides with another worker. To avoid the collision, he steps to the side, spilling coffee onto the floor and inadvertently jostling a shelving unit, on which a tool placed close to the edge of the top shelf falls and hits the ground. No one is hurt in this fictional scenario. However, the employees in it experience multiple near-miss situations – any one of which could have led to a serious injury.

The importance of near miss reporting, as well as the important role supervisors play in encouraging workers to report near misses, is something that need most to understand, but often struggle with in practice.

Marafiqnear Missincident


Why report near misses?

• It enables companies to proactively resolve hazards before a tragic or costly incident occurs.

• It involves the workforce (all workers at all levels) in solving problems.

• It increases safety ownership and reinforces workers’ self-esteem.

• It exposes valuable information that otherwise might not be discussed.

• It develops a positive and necessary attitude surrounding safety.

Supervisors have an important role to play in encouraging workers to report near misses by consistently demanding them to do so, broadening the meaning of incidents to include near misses, acting on the information workers have given, and making it easy for workers to report near misses, to name just a few methods of doing so.

Workers should be trained on how to properly identify and recognize potential hazards. To help make it easy for employees to submit near misses and ensure good data. The Marafiq OHS section developed a standard single Preliminary Incident Form for reporting all types of incidents including near miss incidents.

near Miss investigation

Similar to injurious, environmental or property damage incidents, all incidents that involve no injury or property damage but had the

potential to do so should still be reported and investigated to find the root cause and prevent a close call becoming a reality. The investigation may well highlight weaknesses and it is important to ensure that the details are circulated as widely as possible. Marafiq OHSMS investigation procedure provides the time frame and other details in conducting near miss investigations.

Managing near Miss

The success of a near miss reporting program is dependent on an entire team’s commitment to safety. Once implemented, near miss reporting provides a great leading indicator of safety performance, a core tenant of a hazard identification system and a means of engaging

and empowering employees throughout different levels of an organization. The following steps apply for setting up a successful near-miss program:

• Communicate a clear definition of near miss.

• Make a written disclosure and report the identified near miss.

• Prioritize reports and classify information for future actions.

• Distribute information to the people involved in the near miss.

• Analyze the causes of the problem.

• Identify solutions to the problem.

• Disseminate the solutions to the people impacted.

• Resolve all actions and check any changes.

Safety


Featured Articles

becoming a sustainableOrganization

Marafiq believes that sustainability is important for any modern business looking for better business future and environment protection. So, Marafiq’s Top Management is very interested to integrate sustainability effectively in its business to create a positive impact on its long-term business strategy. Therefore, Marafiq’s Sustainability Team is working now to hire an external consultant for preparing the best sustainability plan for Marafiq to be able to achieve sustainability excellence and to be aligned with the Saudi Arabian 2030 Vision.

Sustainability creates and maintains the conditions under which humans and nature can exist in productive harmony, that permit fulfilling the environmental, social, economic and other requirements of present and future generations. Utilities which incorporate sustainability considerations into planning will realize many benefits because they will be able to better optimizing environmental, economic, and social benefits. In addition to consistently assess a range of competitive alternatives, technology selection and O&M processes enhancement. Moreover, improving the long-term technical, financial, and managerial capacity of the utility.

Management’s view of any organization on the importance of sustainability as a core strategy in their business has a significant impact on their success in preserving and enhancing natural, social, and human capital. Moreover, the management shall view the sustainability as a way to create competitive advantage and to better managing of their organization.

Dr. abdulrzzak alturkmaniSenior Specialist, HydraulicAsset Strategy, Planning and Standards Department

Becoming a sustainable organization is a journey that requires significant change in the ways in which organizations conduct their operations, including identifying and focusing on material issues, engaging with diverse stakeholders, managing resource-related risks, creating new sustainability-driven opportunities, and reporting transparently on actions and performance. Understanding the stages of the sustainability journey and the indicators and drivers of sustainable strategy at each of the stages facilitates the process of sustainability visioning and organizational integration and adoption.

Driving sustainability into an organization’s culture requires the top management to adopt sustainability as an organizational pillar. In order to

maximize value creation, management must align business and sustainable strategies and create an organizational structure that promotes cross-functional collaboration. Leveraging organizational assets to drive sustainability includes incorporating all business functions and utilizing their expertise to drive transformative organizational change. Interconnectivity is key to a sustainable approach, and collaborations among business functions, industry, community, and government to promote sustainable solutions. The general roadmap of sustainability for any business will follow a certain step such as management commitment, sustainable strategy creation, goals setting, implementation, embedding sustainability in business and value creation realization, as shown in the figure below.


Featured Articles

Alan Thomas StewartSection Head (A) Human Capital Development

Mid-year EmploymentPerformance ReviewActing in response to feedback received in the Employee Engagement Survey, our executive management team has acted to establish a Wildly Important Goal (WIG) as part of the company’s strategic business plan to ‘Improve Performance Management Engagement Score’.

One of the key objectives of this WIG is to ‘Increase the fairness of job performance evaluation by improving the Employee Performance Review (EPR) process’ and a special multi-functional WIG Team from Human Capital Development, HR & Benefits, Corporate Communications and IT has been formed to develop a solution to this business challenge.

Working in partnership with one another under the leadership of senior management, the WIG Team has been busy developing a new formal step within the EPR process which they believe will improve the quality and effectiveness of performance management within Marafiq.

As a result, the company has now successfully implemented the Mid-Year Review (MYR), completed online via SAP and designed to increase employee performance through effective feedback.

The online MYR will enhance the fairness of the EPR process by providing employees with valuable performance feedback on their level of progress against EPR objectives before the end of the year so that they can take corrective action if necessary and also be motivated to maintain their level of commitment by receiving positive recognition of their year-to-date achievements.

Employees and their line managers will also have the opportunity to revise their EPR objectives where required to ensure the company’s performance management system is kept up to date with changing business requirements. The MYR enables staff to add new objectives where additional work is being undertaken or delete objectives which have become obsolete or placed on hold.

EPR objectives can also be edited in order to make them SMART (Specific, Measurable, Achievable, Relevant & Time-based).

Managers and supervisors will schedule short one-to-one Mid-Year Review meetings with their direct reports to discuss progress against their EPR objectives, agree any changes required to optimize the effectiveness of EPR objectives and identify any further support needed to overcome performance challenges or issues.

The Human Capital Development (HCD) department have delivered a series of one-hour MYR Awareness Sessions to explain the new process to all staff and a copy of the presentation is available from the HCD website.

The effectiveness of the new MYR will be evaluated based on employee feedback provided in response to the following questions:

Analysis of the MYR outcomes will be reported to Marafiq management for their review and action to continually improve the company’s EPR process.

Further EPR enhancements will follow and all staff will be given the chance to confirm if the fairness of the process has been improved when the company

repeats the Employee Engagement Survey again at the end of this year.

Marafiq remains fully committed to con-tinual improvement and the introduction of the MYR is just one of the many ini-tiatives that the company is undertaking as part of its strategic drive to ‘Create and Sustain a Highly Engaged Culture’.


Tawasul

ahmed a. al-KharsTawasul Team Leader andGeneral Manager, Information Technology

With the direction of the Executive Management and as an initiative to pursue Marafiq’s core values (People Oriented, Accountability, Transparency, Customer Focus, Teamwork, and Social Responsibility) a communication hub named Tawasul was created. Tawasul selected team representing the company and are leading the project. Tawasul aims to improve communication across the company to create and sustain a highly engaged culture.

Tawasul encourages 360o

communications which we believe will not only enhance the communications in the company, but also it will sustain a healthy standard of connecting the employees of the company together so that we can altogether achieve our organizational strategic goals.

In adapting 360 degrees’ communication, the teams will be stronger, resulting on tasks being

easier to perform. Therefore, the road map of achieving our set goals is transparent and direct to the point.

A good illustration of 360 degrees’ communication is when superiors consult with stakeholders on a matter to be achieved, simultaneously, they empower, encourage and motivate employees in their teams to carry out tasks efficiently. Employees with their teammates in turn should strive to maintain updated reports and keep information flowing dynamically so superiors are aligned with the overall progress towards successful business operation.

Finally, at 360o communications, you (Marafiq employee) are the core. We should encourage each other to adapt such effective means of communication that will lead us to growing our culture of performance and being role models in the industry.

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Marafiq World | Issue # 38 | November 2017 13

Projects

Wastewatertreatment Projects(6 Stage 9-SWTP & 4 Stage 8-IWTP)

Existing treatment Plants OverviewIndustrial Wastewater Treatment Plants in Jubail Industrial City has been constructed in stages in pace with the development of the city, Stage 1 with a capacity of 23,000 m3/day, Stage 2 with 42,000 m3/d, and stage 3 with 55,000 m3/d. The available capacity of treatment plants is 120,000 m3/day. On the other hand, Sanitary Wastewater Treatment Plant was constructed in the years between 1983 and 2014 and it consist of 5 stages with a total design capacity of 159,000 m3/day.

Future Demand in Jubail industrial CityDue to the continued operations of these plants, obsolescence and the considerable demand growth in Jubail Industrial City for the past years. Marafiq has decided to build a new treatment expansions projects in order to overcome the anticipated shortfall and comply with the latest Royal Commission environmental regulations. The new projects shall meet the future customer demand for JIC during the next 10 years which will cover the industries and community areas.

Projects sizeMarafiq has initiated two Mega Project in Jubail, IWTP Stage-4 with ultimate capacity of 165,000 m3/day and SWTP Stage-6 with ultimate capacity of 200,000 m3/day. Subsequently, a feasibility study was conducted to study all strategic options and technologies available in the field which can deliver the projects within the planned cost, time and performance criteria. The expansion projects plants will be constructed in phases as a fast track project, the first phase is 125,000 m3/day for IWTP and 120,000 m3/day for SWTP where the first phases will be in operation by Q4 2020.

Project locationThe new IWTP expansion project will be located adjacent to the existing Stage-3

Khaled Ibrahim Al-IsaSuperintendent, Water PlanningAsset Strategy, Planning and Standards Department

in the southeast of the secondary industry area of the Jubail-1. The new project of SWTP will be located in the Northwest of Jubail City Industrial Area behind the old stages.

standards and RegulationsBoth projects have adopted the proven technology relevant to wastewater treatment. The new industrial and sanitary wastewater projects will be designed and operated to meet or exceed the latest RCER regulation 2015. The treated effluent water will be discharged to irrigation water network, where it will be distributed to industrial and community’s areas for several usages. Furthermore, the projects shall be executed according to the highest criteria’s of Health, Safety and Environment regulations.

Marafiq Project Execution strategy (PEs)The project has been processed as per Marafiq Project Execution Strategy and it has been classified as a “Full-fledged” project. During FEED stage, the project feasibility has been updated along with the other PES documents such as project implementation plan, technical assessment, risk management, procurement and contract strategy. Project deliverables have been approved by Quality Assurance/Quality Control, thereafter the project approval have been obtained from the approval

authority, where the project has met the approval criteria to move ahead to the implementation stage.

technology and ProcessesBoth expansion projects will comprise a stand-alone treatment works, designed and constructed for wastewater treatment, solids handling and odors treatment. The plant will include primary treatment for de-oiling, solids removal and equalization. The plant will utilize the proven technology of conventional activated sludge process, filtration system, advanced oxidation and adsorption processes for COD removal, in addition of chlorination for final effluent disinfection. The solids handling facility will dewater sludge for landfill or incineration.

Marafiq Commitment for industrial CitiesMarafiq as a utility provider has a commitment towards serving the industrial cities. Upon completion of these projects, Marafiq will be capable to meet the demand of the future industries and provide a distinguished service to the customers at competitive prices. Moreover, these projects will contribute to the saudi arabian vision 2030 where the private sector will play a strong role in developing the national economy of our country, Marafiq’s vision is to be the preferred supplier of utility services in the Kingdom.


MaSa

Abdullah Saeed Al-AmriExecutive General Manager

Triple Zero: Zero incidents, Zero harm, Zero compromise

People are MaSa’s key asset, and their health, safety and wellbeing is central to our values. Providing and maintaining a safe work environment to safeguard our workforce is a primary consideration for all of us.

As a leading organization, we are committed to achieving health and safety excellence in the workplace. Therefore, a safety program has been initiated to reinforce the importance we place on this commitment. The program aims to review our business to identify where we can act to improve safety practices and enhance compliance. It also aims to apply best practice, proactively manage accidents, and assess risk within the working environment.

We are setting up a Safety Charter combined with defined safety objectives which are followed

Message from the Executive General Manager

up closely by our Executive Management team and shared with our employees on a regular basis. Additionally, we are developing a structured program of internal audits that ensure compliance with all policies, procedures, legal and regulatory obligations.

Furthermore, we have started a training campaign to raise the level of competences and awareness of our workforce to ensure that all of our employees and contractors understand their roles and responsibilities in maintaining a safe working environment for themselves and their colleagues.

Following the latest organizational structure, MaSa’s Quality, Health, Safety and Environment (QHSE) department is also reporting directly, this ensures full integration of safety

at all levels of our organization and provides the safety team with full authority to perform their duties.

Finally, our firm expectation is that our people will return home safely every single day from work. As a result, our safety program will deliver:

Zero incidents – where we all work in an incident-free environment that prevents work-related incidents by mitigating risks.

Zero harm – where we have a healthy work environment and where no one suffers from any work-related illnesses.

Zero compromise – where we are all expected to challenge any unsafe situation at work that could cause work-related incidents.


new members to Masa’s board of Directors

MaSa is happy to welcome two new members to its Board of Directors; Mr Louis-Roch Burgard, Saur’s Executive Chairman, and Sultan Turki Al Ruhaili, Marafiq’s Vice President of Engineering and Projects. Burgard took over the top position in Saur after Jérôme Le Conte stepped down in January 2017, and Mr. Al Ruhaili replaced Khalid Al Sebaie as Board Member following the departure of Mr. Sebaie from Marafiq.

We are looking forward to working with Mr. Al Ruhaili and Mr. Burgard

and to their participation in governing the organization and supporting our strategic objectives.

MaSa would like to thank Mr. Al Sebaie for his many years of support in helping MaSa to achieve the high expectations set by Marafiq, and for his dedication as a Board Member, client and officer. We would also like to thank Mr. Le Conte for his contributions and commitment to this Joint Venture, and wish both them all the best in their future endeavors.

Louis-Roch BurgardSaur’s Executive Chairman

Sultan Turki Al Ruhaili Marafiq’s Vice President of Engineering and Projects

MaSa


MaSa

Ehab Dwikat Advisor, Change Management PlanCPO Project Department

CPO Project: Work Order Management Modifications

A milestone has been achieved in the CPO Project with the implementation of the modification of the existing Work Order Management in Plant Maintenance SAP module.

The modification allows users to add additional information in SAP database using drop-down menus to avoid free text. This additional data will provide detailed analysis of the the maintenance activity and facilitate reporting and cost control. It will also allow the scheduling of Heavy Equipment activities using the upcoming Multiple Resource Scheduling SAP module.

SAP users have been trained on the new modifications before it was fully implemented in 25 April 2017.

summary of the modifications

Additional field has been added to the work order to capture more data, namely:

• Origin of the notification, which can be from SCADA alarm, customer complaints, field inspection, lab analysis deviation, or planned maintenance project.

• Specific task lists for equipment and functional location, which replaced the currently used general task lists and general text .

• Work Order Categories & Damage Codes (electrical, mechanical, etc.).

• Heavy equipment Work centers and activity type to capture the heavy equipment working hours and associated cost - which are currently not captured.

• Extensive list of Cause Code/Damage Code to capture additional information about the exact nature of plant outages and pipe breaks.

This modification is a key step towards the implementation of the upcoming CPO Project modules delivered which is designed to transform management of operations and maintenance activities and increase workforce efficiency.


MaSa

MaSa


External services for Water systems include:

leak Detection MaSa is equipped with specific tools to geo-localize underground water leakages. • Pre-localization• Acoustic Detection

Pipe break Repairs MaSa has an experienced team and tools to repair pipe breaks. Any type, including: iron ductile, cement, FRP, GPR, PVC, 24/24. Seven days a week - through our On-Call System.

Diving activityMaSa has its own diver’s services which:• Clean the drum screen in Sea

Water cooling • Repairs and fixes leaks on sluice

gate for canal isolation

Chemical HandlingSupported by our specialized laboratories and experts, MaSa can support the industries to optimize the chemical consumption on the water treatment, during the biding process or day-to-day plant operations.

Fire HydrantPressure survey and maintenance of the fire hydrant.

MaSa External Services

Cleaning lagoon and/or sludge DewateringMaSa is equipped with mobile units for:• Cleaning tanks or lagoons • Dewatering of sludge or sediment

collected (Saving costs by reducing the volume of water disposed)

• Disposal of hazardous sludge and sediment

O&M servicesMaSa can also fully operate and maintain the water assets of industry with the objective of cost optimization, improving the compliancy rate and support industry to be ready for new required standards. • Cost optimization: process,

chemicals, power or manpower• Monitoring (CPO,

dashboards, etc.)• On-Call System

Water Quality Control MaSa can share its knowledge and experiences with the industries, in order to reduce the off-spec water, improve the quality of the process water if needed, and optimize the cost/m3. • Diagnostic by water experts

(potable and waste water) • Process optimization proposal

For more information, contact:Tel: 013 342 9382Email: [email protected] visit the website @ MaSa-om.com.sa

MaSa has started to offer a new service to interested industries and businesses in Saudi Arabia called MaSa External Services. This service will be tailored to the customers’ requirements. For example, MaSa can offer its customers technical solutions and advice on certain problems, or can work with them to optimise their process, or reduce their water/power consumption.

MaSa


MaSa External Services


MaSa

MaSa Jubail Eid Al-Adha GatheringMaSa employees gathered together in Jubail on Sunday, September 10, 2017 at the Northwest Pump Station and TP8 to celebrate and enjoy an Eid Al-Adha breakfast.


MaSa

The Sea Water demand for Jubail 2 Industrial City is provided through a network of underground supply and return lines connected to a large pump station located at the edge of Jubail 1 Industrial city. The pump station consists of 3 supply pumps with a capacity of 50,000 m3/h each. The capacity of these pumps is much higher than the relatively low demand of the existing customers, which are predominantly Sadara and SATORP.

In order to supply Jubail 2 Industrial City with the required cooling water, Marafiq, with the support of MaSa, studied and installed two individual temporary solutions to meet the demand of the new customers.

Indeed, in 2012, MaSa installed a temporary pumping station with 3 diesel

Monovar valve installed are designed to return part of the supplied cooling water flow. The diameter of the 2 valves installed in Sadara premises is 2m.

SATORP SWC Temporary Pump Station consists of 3 diesel pumps (2,500 m3/h each)

Jubail 2 SWC manifold #3 which is part of the SWC distribution network.

Cross section of Jubail 2 SWC supply pipe which are constructed from Fiberglass Reinforced Plastic (FRP) and 4m in diameter.

Jubail 2 Sea Water Cooling – Solutions to meet current demand Franck Dutheil General Manager, MaSa Operation & Maintenance, Jubail

pumps (2,500 m3/h each) to supply SATORP with Sea Water Cooling and not to delay the commissioning of their facilities. The pump station, which is adjacent to SATORP premises, work independently from Jubail 2 Sea Water Cooling pump station and rely on gravity to supply the pumps with the required cooling water which is then pumped to SATORP premises.

In 2015, MaSa suggested to install 2 Monovar Control Valves in Sadara’s premises to return substantial part of the flow delivered by the existing sea water pump station to its premises. The unique design of the Monovar Control Valves with its sliding plates tapped with holes allows flow and pressure control without the risk of cavitation or vibration. This solution enabled Sadara to start the commission and operation its facilities without delay by allowing them to manage the amount of cooling water they receive, which is much lower than the capacity of the available pumps. Currently, out of the 50,000 m3 pumped every hour to Sadara, 10,000 m3 are used for cooling purposes, and the remaining 40,000 m3 are recycled back.

However, the solution to install the Monovar Control Valves was effective and quick to implement, it was not economically viable. This is mainly due to the high power consumption of operating the large 50,000 m3/h pumps. Therefore, Masa, through its expertise section, proposed to Marafiq to install 2 new Variable Speed pumps in Jubail-2 pump station. The capacity of the proposed pumps will be more in line with existing demand of Jubail 2, and will bring power saving of about 1M SAR per month when compared with the existing pumps. This project was approved, and it is currently at the commissioning stage and expected to be in full operation in Q4 2017.


Corporate Communications

saeed K. al-abdullah Corporate Communications Manager

two-way symmetricalcommunication

Two-way symmetrical communi-cation is practiced by communication professionals when listening, creating dialogue to cultivate relationships and manage conflict with its organizational stakeholders[1]. The fundamental purpose of two-way communication is to develop meaningful relationships[2]. Two-way symmetrical communication provides an opportunity for stakeholders to voice their concerns and influence organizational decisions through the process of dialogue[3]. Through the process of interaction meaning is created by both the message creators and message recipients[4]. Two-way symmetrical communication builds trust and accountability between the

organization and the stakeholder as it promotes transparency and willingness to consider change [5]. When an organization involves its stakeholders in a two-way symmetrical communication process about strategies and opportunities it increases the level of support from the stakeholders[6]. Effective two-way communication is a challenge as it needs to recognize the personal dynamics involved between individuals[7]. Traditional one-way channels of communication are deficient when strategic communication process is intended, interactive feedback is required to establish dialogue between the organization and its stakeholders[8]. This two-way

interaction enables criticism and point of views to be heard[9]. In this regard these criticisms and point of views created through interaction needs to be taken seriously by the organizational management, in order to demonstrate that it values and respects its stakeholder’s commitment to participate[6]. Social media networks empower interactive two-way symmetrical communication[3]. These social media platforms encapsulate todays communication environment as it creates stakeholder engagement through dialogue[8]. Communication professionals can use these dialogues to correct misinformation and generate support[9].

----------------------------------Sources:[1] Navarro, C, Moreno, A & Al-Sumait, F. 2017. Social media

expectations between public relations professionals and their stakeholders: Results of the ComGap study in Spain. Public Relations Review. 1-9.

[2] Carmody, J & Prideaux, B. 2011. Enhancing the Role of Host Communities in the Management of Protected Areas through Effective Two-way Communications: A Case Study. Asia Pacific Journal of Tourism Research. 16(1)89-104.

[3] Grunig, JE. 2009. Paradigms of global public relations in an age of digitalisation. PRism. 6(2)1-19.

[4] Hallahan, K, Holtzhausen, D, van Ruler, B, Verčič, D & Sriramesh, K. 2007. Defining Strategic Communication. International Journal of Strategic Communication. 1(1)3-35.

[5] Feighery, G. 2011. Conversation and Credibility: Broadening Journalism Criticism Through Public Engagement. Journal of Mass Media Ethics. (26)158-175.

[6] Carmody, J & Prideaux, B. 2011. Enhancing the Role of Host Communities in the Management of Protected Areas through Effective Two-way Communications: A Case Study. Asia Pacific Journal of Tourism Research. 16(1)89-104.

[7] Lorono-Leturiondo, M, O’Hare, P, Cook, S, Hoon, SR & Illingworth. S. 2017. Effective Two-way Communication of Environmental Hazards: Understanding Public Perception in the UK. Geophysical Research Abstracts. (19)152.

[8] Cunningham, T. 2010. Strategic Communication in the new Media sphere. Joint Force Quarterly. 59(4)110-114.

[9] Tankosic, M, Ivetic, P & Vucurevic, V. 2016. Features of Interactive Public Relations: Using Web 2.0 to Establish a Two-Way Communication with the Consumers. International Journal of Economics and Management Systems. (1)290-295.


two-way symmetricalcommunication

Corporate Communications


Health

Juicing isn’t a gimmick but a beneficial practice that will help you improve your health when done right.

Drinking juice before a meal is a great way to suppress appetite so you’ll eat less. When you eat less, it helps prevent weight gain. And drinking a cup of green juice is way healthier than drinking a can of soda.

Since there is no pulp, nutrients are absorbing almost instantly and this makes it beneficial to people who have weak digestive systems. People who’ve gone through chemo or surgery can use juicing to help their bodies absorb nutrients when they’re unable to eat.

How does juicing help us? 1. It allows more nutrients to be

absorbed because your gut doesn’t need to digest all that fiber

2. It allows you to consume a wider range of vegetables which allows your body to get more nutrients

3. It feeds good bacteria to the gut4. It helps fight cancer5. It helps lower high cholesterol

6. It helps detoxify our bodies7. It helps lower blood sugar levels8. It helps us get better skin9. Improves Athletic Performance

inspired by the movie Fat, sick & nearly Dead

More than 20 million people around the world watched Joe Cross juice his way across America, losing 100 pounds and getting off medication in Fat, Sick & Nearly Dead.

The film ignited a juicing movement. Viewers around the world have been inspired to start juicing, lose weight and

Health benefits of

JuiCinGDr. Hossam GabrSenior Physician-Yanbu I

get healthy - and as a result of the film over 370 million glasses of fresh juice have been consumed, 370,000 tons of fruit and vegetables consumed, more than 24.8 million pounds of weight lost, and over 220,000 people are now medication free. Joe’s second film, Fat, Sick & Nearly Dead 2 was released in November 2014.

Through his journey and the lives of the people he meets throughout the film Joe shares all that he’s learned about how to stay healthy in an unhealthy world, revealing that most of us really do have more control over of our health than we think - and that none of us are perfect.

How to prepare the mean green juice?


Get to know

When did you start working at Marafiq? I joined Marafiq in April 2008 as part of the first batch of On-Job-Training.

Why did you decide to join Marafiq? When I was in Yanbu Industrial College I heard about Marafiq’s reputable name, and it’s great working environment where people can create a good future. Since then it has always been my dream to join this company and well it seems that my dream came true.

What are some of the valuable lessons that you have learnt in Marafiq? Certainly teamwork, this value can be seen in all levels of Marafiq, it is one of greatest and most valuable lessons that Marafiq is teaching me.

What motivates you? I like to be part of a team surrounded with a lot of intelligent people who have similar interests, passion and goals.

What do you do with your spare time, interests or hobbies?I love to travel and visit friends during my spare time.

Where do you see yourself in the next 5 years?I see myself becoming more valuable and playing a significant role within Marafiq. Who is your role model? Our Prophet Mohammed (PBUH).

What is your favorite quote?

“Failure is not an option” by Gene Kranz, flight director of Gemini, Apollo and Space Shuttle missions

Kadhem Ahmed Al HassanMaterials - Jubail

Get to know


Highlights

Marafiq won the Industrial Water Plant award of 2017, granted by the Global Water Intelligence. The award, represents one of Marafiq’s most important global achievements, was given in recognition of Marafiq’s Reverse Osmosis Water Desalination Plant serving the Sadara Chemical Company in Jubail Industrial City. Marafiq was granted the award based on an assessment conducted by a team of specialized experts in water industry technology. Several regions and various countries, including the United States of America, Europe, Middle East, Asia and Africa competed for the award.

President and Chief Executive Officer Abdullah ibn Khalifa Al-Buainain, received the award from the Global Water Intelligence representative at the

Marafiq wins the 2017 Global Water intelligence award for best industrial Water Plant

Marafiq Head Office in Jubail Industrial City.

Sadara is a joint venture between Saudi Aramco and Dow Chemical to construct an integrated petrochemicals complex in Jubail Industrial City (Jubail 2). The project is considered one of the largest petrochemical

facilities built in one single phase. Marafiq’s Reverse Osmosis Water Plant produces industrial water for Sadara Petrochemicals Complex at a maximum capacity of around 178,000 m3/day, and it is one of the largest Reverse Osmosis water plants in the region.


Highlights

Marafiq shares knowledge and experience at Global Desalination EventMarafiq participated in the International Desalination (IDA) event, held at World Trade Center in Sao Paulo (Brazil) from 15-20 October 2017. Ghazi Ozair represented Marafiq and shared a technical paper entitled “Impact of Long Term Concentrated Brine Disposal on the Ecosystem of Near-shore Marine Environment – A Case Study”, co-authored by Khalid Z. Al-Sebaie and Salman Al-Zahrany. The paper revealed actual data on the impacts of Brine Discharge on the Biological Diversity in the adjacent marine environment. The paper ratified that the Brine Discharge from the Marafiq-Yanbu-I Desalination Plants has nonthreatening or minimal impact on coastal environment, despite a general anticipation of some environmentalists that the Desalination Plant effluents pose potential threat to the marine environment and the diversity of aquatic species. Support for over 2 years from contacts in KAUST, KAAU, SWCC, KACST, ROPME, RSAHC and Env. Labs in UAE, KSA and Kuwait made the data collection and analysis possible.


Highlights

At Marafiq Yanbu Facilities, a joyous Eid Al-Adha breakfast celebration of Marafiq family on Sunday, September 10, 2017.

On Sunday, September 10, 2017, a joyous Eid Al-Adha breakfast celebration of Marafiq family at Jubail Head Quarters.

In collaboration with the colleges and institutes in the Royal Commission, Human Capital Development Department conducted a course “Culture of Organization” (Values, Vision and Message) on August 14, 2017 in Yanbu.


Highlights

During the closing ceremony of Royal Commission Yanbu Colleges and Institutes Summer Activities on August 16, 2017, Dr. Alaa Nasif (Royal Commission Yanbu CEO) presented a Plaque of Appreciation to Mohammad Asmai Mandili (GM O&M Yanbu II) in appreciation of Marafiq’s support to the program.

The new batch of PDPs visited Asset Strategy, Planning & Standards department on July 26, 2017 to learn more about Marafiq activities. They were briefed by Abdullah Geasi and Bader Moshaya on the role and responsibilities of ASP&S department, the process of CAPEX and Utility Approval Requests (UARs).

Engineering students from Yanbu Industrial College during their Educational Tour to Marafiq Yanbu on July 26, 2017.


Highlights

At Marafiq Yanbu Facilities, a joyous Eid Al-Adha breakfast celebration of Marafiq family on Sunday, September 10, 2017.

In March 2017, Marafiq Yanbu organized an Awareness Campaign on “Power and Water Conservation” for the schools in Yanbu Industrial City.

Marafiq’s new Head Quarters is rising up, construction is progressing well.


Highlights

In recognition of Marafiq’s support to the National Retirees Association in the Eastern Province, Corporate Communications Manager Saeed Al-Abdullah received the trophy on behalf of the CEO on June 12, 2017.

During an event held on May 25, 2017 at the Governor’s Palace in Dammam, HRH Prince Saud bin Nayef, Governor of Eastern Province, honors Marafiq CEO Abdullah Al-Buainain for supporting Jubail’s Quran Memorization Charity activities. With them is the Deputy Governor, HRH Prince Ahmed bin Fahad bin Salman.


Talented Writers

Privatization is a method of passing on the ownership or management of government/public-held assets, projects, and facilities from the government run agencies to the private sector by relying on market mechanisms and competition. It may involve either sale of government/public-held assets or elimination of constraints blocking private individuals and businesses from participating in the sectors or industries under privatization.

As per Vision 2030, currently in Saudi Arabia the private sector weighs in less than 40% of national GDP and targeted to increasing its contribution to 65% by 2030. For this, one of the major objectives of Vision 2030 is to privatize some of the government assets, projects, and facilities. The strategy is aimed at stimulating private sector investment and active participation in the economy on commercially competitive basis.

The power, water, and gas utilities infrastructures investments and their support could play key role to attaining Vision 2030 goals, whereas the government’s role will be to focus on providing services by concentrating on overseeing and regulations. Accordingly,

Privatization of Power, Water and Gas utilities in the Kingdom - strategic thinking: approaches, strategies, Drivers, and DirectionsDr. Zulfiqar bashir

Lead Specialist, Opportunity EvaluationBusiness Development Department

Saudi Arabia is set out for privatizing these utilities sectors and opening it up for the competition. The main drivers for the privatization of these sectors include:

• Enhancing security of supply,• Lifting efficiency,• Lessening financial burdens on state

budgets,• Stimulating economic activity by the

private sector,• Hovering the long-term financing

matching with economic life of the underlying assets,

• Knowledge transfer to and training of local professionals and skilled workers,

• Development of greater competition,• Standardization of contractual project

structures,• Risk transfer to the private sector.

Accordingly, power, water, and gas utilities across the Kingdom are remodeling its businesses for the future, which require robust partnerships, joint ventures, and investments to develop new business models leveraging to drive value in the markets under increasing regulatory and competitive pressure.

a. approaches of Privatization

Approaches of Privatization include a number of methods that can be used to privatize government/public assets, projects, and facilities, bearing in mind a broad definition of the privatization process. These approaches include transfer of ownership, (contracts for) management operation, leasing, or financing, sale through public subscription, or sale to a principal investor. Each approach has its own outcomes, regulations, and factors that contribute to its success or failure. Essentially more than one method is used to achieve the targeted objectives. Various approaches of privatization are briefly described below.

Management Contracts • The responsibility for managing, operating,

and developing is passed on to a contractor or investor for a specified time period and amount of money.

• Generally used for cases that require high levels of specialized experience in management, operations, and marketing, and that ownership of the assets is not passed on to the private sector.

• Contractor or investor does not undertake any commercial risks (operating losses, if they happen), which are borne by the owner (government).

leasing Contracts• Private investor leases and uses the assets

or facilities under the proprietorship of government, and the contract determines the amount to be paid to the government as well as the responsibilities of each party with respect to the other.

• Investor takes up all the commercial risks of using the assets, which is an incentive for him to reduce expenses and keep the assets in good condition.

• Investor is also obliged to maintain and repair the assets he uses, or to contribute to the cost of doing so as per an agreed-upon schedule.

• Amount to be paid by the private sector is generally connected to the condition of the assets and the anticipated revenue from their use.


Talented Writers

Financing Contracts: • Investor ensures the obligation for

managing capital, operating, and investment expenditures.

• Generally considered superior to leasing contracts, but function is more complicated owing to the large amount of financing needed for expansion obligations.

• There are numerous kinds of financing contracts, including as given below;

lease-build-Operate (lbO)• A long-term contract is signed with the

private sector to develop and operate a large government projects, assets, facilities.

• Gives private sector the opportunity to obtain a return on its investments during the period of the contract.

• Pays a sum that is the amount of the lease contract.

build-transfer (Operate) (bt, btO) • Private investor finances and builds the

assets/facilities, the ownership of which are shifted upon its completion (BT).

• On some occasions, the private investor subsequently leases the assets/facilities through long-term contract, which gives him the opportunity to obtain a return on his investments and a reasonable profit margin.

build-(Own)-Operate-transfer (bOt, bOOt) • Private investor is given a concession

to finance, build, own, and operate the government assets/facilities, which is called either a build-operate-transfer (BOT) or a build-own-operate-transfer (BOOT) agreement, under which the investor has the right to collect fees for a specified period of time, after which proprietorship is transferred to the government.

buy-build-Operate (bbO) • Existing government assets/facilities are

sold to the private investor who then updates or expands the assets/facilities and operates it on a permanent basis.

• Similar to liquidation of a government assets/facilities, as it is operated on concession basis awarded by the government, and this concession gives the government the right to control prices and quality of services.

sale Contracts:• Direct Sale to Private Sector by Public

Paymentso Adopted by entities that are considered in

terms of stability, steadiness of activities, a sound financial position, and commercial feasibility, or entities that can become commercially feasible in the short term.

o Either the whole entity or some of its shares are sold to the private sector by offering them for public subscription.

o It may expand the ownership base and attract additional investments, which in turn stimulate the shares market by opening up the door to investors with

limited financial power. o However, it requires well-defined

procedures for offering shares for subscription, which must be done at the appropriate time with a given suitable regulatory and marketing framework and a well-developed financial market.

• Sale to a Principal Investoro Government sells the entity to a

principal investor who can provide the required financing and has sufficient capacity in management and implementation.

o It requires financing, as well as the financial and administrative abilities for the technical and administrative development, in addition to high-quality expertise and production techniques.

o However, it deprives small investors to invest in opportunities, does not expand the ownership base, and increases the chances of problems related to the work force.

b. strategies to acquire assets

The power, water, and gas utilities sectors privatization plans of the Kingdom could offer huge acquisition opportunities for both local and international investors over the coming years. For this, a company interesting in acquiring assets under privatization program can adapt following strategies to increase its customer base, acquire assets like SWCC/SEC, Saudi Aramco gas distribution networks;

• Increase market shares through globalization: assessing how to penetrate and succeed in competitive utilities’ sector in the Kingdom,

• Share risks and new business opportunities through partnerships and alliances; identifying strategic partners, and adjusting organization and resource reallocation,

• Synergy and competence optimization with new business models by building capability-driven organizations, recombining capabilities, developing value networks,

• Customer value creation through promoting and deals initiatives by developing marketing strategies through customer segment analysis, and risk and growth assessment,

• Value building growth through group and corporate strategies; identifying strategic direction, developing and implementing a successful acquisition plan.

C. Drivers for acquisition

• One-time opportunity to invest in assets under privatization program.

• Build upon and improve its already

strong presence in the major industrial cities of the Kingdom.

• Potential to increase revenue, profits, and cash flow from assumed take-or-pay or off-take contracts for the acquired assets.

• Superb opportunities within RC and other locations and support for its future expansion.

• Contribute to national economy by adding more jobs for Saudi citizens.

• Potential to leverage teaming relationship from participation in the assets under privatization.

D. Directions to acquire assets under Privatization

• Understand the government›s policy/plans for the utilities sector to be privatized, appropriate regulatory framework, and measures and program required for its implementation.

• Identify business opportunities in the power, water, and gas utilities under the auspicious of Vision 2030, National Transformation Program 2030, both in regulated and non-regulated utilities business environments.

• Continuous interactions with government agency responsible for privatization and get the financial and operational position of the entity, its subsidiary sectors, or assets, projects, facilities.

• Assessing current business environments and current corporate strategy, structure, resources and capabilities.

• Assess relation with regulators and upcoming competitive business changes in utilities services.

• Develop capability enhancement proposal to operate in the changing/competitive business environment.

• Benchmarking process, deliverables.• Develop Performance Indicators (KPIs)

and Tactical/Operational Plan. • Develop long-term roadmap: including

major implementation choices, key action items, timeline, and responsibilities, to acquire the assets.

• An operating model capable of delivering the expanded utility services.

Furthermore, it needs to understand the intricacy of the projects, assets under privatization due to their distinct asset conditions, existing agreements with customers, fuel types used, geographic locations, working, and loan contracts, and other financing facilities. Nevertheless, it is expected that privatization in the Kingdom in the near-term relates largely to the handing over of operational management activities instead of the transfer of the full proprietorship of commercial assets/projects.


Talented Writers

Supply Chain Management or SCM as is popularly known have become key for business success. SCM is a systematic integration of suppliers, Original Equipment Manufacturer (OEM), distributors and customers in order to produce and distribute the right quantities, to the right locations, at the right time, and at the cheaper cost, while satisfying the entire supply chain partners. It is an approach which encompasses the procurement of raw materials, conversion of raw materials to finished goods, and distribution of finished goods to the end users smoothly, by sharing required information throughout the supply chain. Hence, movement of materials and information flow must move parallel to have effective control over the whole system of supply chain. The success of supply chain ultimately depends upon the capacity of the supply chain partners to respond as quickly as possible to the demand, through a reliable information bridge, which connects the whole chain. The very philosophy of supply chain is based on the coordinated information and smooth material flow.

What exactly is supply Chain?

There are various ways to look at supply chain. One can say that it starts from the

Supply Chain DemystifiedMohammed Azhar Alam Khan | Supervisor, Materials Planning | Materials Department

raw material vendor and ends with the consumer; thus, it includes purchasing, marketing and even consumer buying the product. Therefore, all the processes involved in the entire spectrum from demand generation to demand satisfaction can be called as supply chain management. This implies that there is information flow in the entire chain resulting in appropriate action at each point. The benefits of supply chain could vary from organization to organization. Key benefits could be achieving higher channel partner satisfaction by reducing inventory, reducing inventory levels, reducing stock out situations by balancing inventory, reducing transportation, storage and damage/expiry costs, meeting delivery lead times and achieving greater accuracy in the planning process through automation.

Why is supply Chain under the spot light?

In today’s world barriers across countries have become almost invisible as far as trade and technology are concerned. Today, the industry is facing immense competition and also has access to the advanced world-class technology. This coupled with the-high expectations of the company stakeholders’ calls for a new way of doing old things.

Earlier one would took at supply chain in parts, i.e. marketing, manufacturing, logistics, purchase, distribution, transportation and so on. Each function had a different set of people working with a particular objective in their minds. This objective was not necessarily common across people and led to very little interaction across functions. People were encouraged to be experts in their own functions and this helped in achieving functional excellence. Therefore, it is essential to integrate all functions with a view to achieve overall excellence. Simultaneously, advances in technology have fueled the growth of supply chain solutions. Thus, one can look at overall supply chain by eliminating/simplifying many mundane activities. It has come only after ERP has become a ‘must have’ from a ‘can have’ for the corporate world.

is a supply Chain focus possible without technology?

The data that was available earlier say only say once in a month is available online today. One no longer needs to spend energy on getting and correcting data but correct information is available online as per requirements. The results could also be far superior due to the sheer number of permutations that a human mind may not be able to comprehend and also eliminates possibility of human error at various instances. Also, the system facilitates usage of advanced planning or optimization algorithms to achieve a very high quality output.

The concept of supply chain comes as a tool or rather a weapon to fight out all the inefficiencies and give real business benefits in measurable numbers.

What does a supply Chain journey imply?

The above holistic perspective is extremely essential when any organization wants to move towards a supply chain approach. Supply chain is after all a way of thinking. Just doing the same old things in a new way.


Supply Chain DemystifiedMohammed Azhar Alam Khan | Supervisor, Materials Planning | Materials Department

Talented Writers

When I first joined Marafiq, the first thing that struck my attention while browsing our website, was the corporate values – one of them stated that Marafiq is “people oriented”.

As an employee of Marafiq I am an ambassador that upholds the company’s values at work and outside of work. I have seen firsthand how critically important this value is whether in dealing with a colleague, a client, customer or any other person.

Therefore, to thrive and grow in today’s climate, we need to continuously focus our attention on being people oriented. Organizations that focus on this promote the concept of placing their employees first, which ultimately enhances employee relations and satisfaction.

Discovering this value of being people oriented at first was merely words, but since I have been with Marafiq and have witnessed firsthand how this is implemented and carried out on a daily basis – has truly changed my perspective. I can truly say that I am more appreciative of the employees around me that take time to share knowledge and collaborate towards solving common goals.

Good employee relations are the most important Intangible Assets! Hamad s. al-Rowily

Coordinator II, Business DevelopmentBusiness Development Department

Supply chain implies everything right from re-looking at the organization structure to changing people’s mindsets across levels. It could also include empowering people with new skills on all fronts, technological inputs, analytical inputs etc. Various training sessions could be required along with change management inputs and it also means changing attitudes for which beliefs need to be changed! A lot of drive and commitment from the top management with be required in the initial phase if the entire organization has to succeed on this supply chain journey. It could also call for a change in the Key Performance Indicator.

Once the organization has decided on commencing a supply chain journey and achieved a true consensus and strategy within the organization, the likelihood of any stumbling blocks on the way is highly unlikely. The benefits as well as the steps should be clearly shared and agreed among all involved or impacted by the journey.

Questions to be answered before emerging on a Supply Chain Journey:

• What is the benefit that the organization is seeking from improvement of the supply chain?

• Has it been sufficiently debated and is it unanimously agreed among all functions?

• Is it clearly defined and measurable?• Is the supply chain strategy clear and is it

aligned with corporate strategy?• Will an improvement in supply chain really

help achieve the targets or profits?

A supply chain journey either may not get the desired focus and also it could come to a halt if not very clear. The benefits as well as the steps should be clearly shared and agreed among all involved or impacted by the journey. This will give a strong foundation that will go a long way in ensuring success.


Talented Writers

Having a successful career begins with clarity of purpose and direction. It’s easier to hit a clear, unambiguous target. Successful people know what they want in life. To be successful in your life, you should build a positive attitude, believe in yourself and in the work of others, think wisely and make conscious wise choices, and set goals and achieve them. So, remembering to do what›s important often involves understanding your weaknesses, strengths and environment.

Passion and patience is also important in your career. Doing something you love will always lead you to achieving your goals. But, it takes time and effort to make your career as successful as you want it to be. Furthermore, to guarantee that we build and sustain a team working culture, as success is not achieved alone. However, it largely relies on the perception of others.

Career and Successabobaker Mohammed al-KhateebMaintenance Engineer IPower Generation - Yanbu II Department

The success of Marafiq does not merely depend on the effort of one person, but relies on the totality of collaboration from an entire workforce – this involves each person’s passion towards building a successful company. Group work enhances cooperative learning and communication. There is no “I” in a team as one can clearly see how Marafiq places its emphasis on teamwork and collaboration - as strengths, enthusiasm and abilities really shine through that.

the secret of success is to try to always improve yourself no matter where you are or what your position is. learn all you can. if you want to succeed in your career, you will need to know what you want and how to go after it.


Talented Writers

Plotting your long-term strategy• Establish goals• Identify your next

career move• Make a plan

How to be successful in your careerKhalid Mahmood samiullahSpecialist II, GISP&R, CPO & Reliability Department

In order for your career to stay on a path of continues growth it is vital to be aware of the following skills that will boost your career:

Excelling at Work• Know your job• Develop good habits• Take initiatives• Present solutions,

not just problems• Assess your

progress• Change your course

Finding a Mentor• Be clear about what

you want• Identify possible

candidates• Solicit primary

candidates• Interview each

candidate• Select mentors


Talented Writers

Would you do something that could cost you your eyesight? Most people would answer no to that question. Yet every day there are people working on construction sites who do just that. They work without eye protection even though there are hazards all around them that could damage their eyes. If something like a nail or a wire gets stuck in your eye while you’re working, it is considered a stuck-by injury. Struck-by is the term used to describe the various injuries that occur when workers are hit—or struck—by tools, materials, equipment, or vehicles. The eyes are one of the most common body parts to be affected when someone suffers a struck-by injury. These injuries could have been prevented if the workers had been wearing eye protection. As workers, equipment, and materials move around the jobsite, so do the eye hazards.

Some of those hazards are:

• Dust and grit• Flying debris (wood, stone, or

concrete chips) • Sparks and slag from welding

and cutting

Eyes are priceless, eye protection is cheapKhalid Mahmood samiullahSpecialist II, GISP&R, CPO & Reliability Department

• Abrasives from sandblasting• Chemical splash• Pipes and wires sticking

out of walls• Ties and wires hanging

from ceilings• The sun, which can

cause damage• The wind, which can dry eyes out

and carry dust and grit.

Whether it’s a physical object that hits your eye, or a biological or chemical hazard that causes the damage, it’s clear that wearing eye protection at all times is a good idea. It’s not surprising that many companies have already made eye protection mandatory as part of their commitment to employee health and well-being.

What to wear

Wearing the right kind of protection can prevent most eye injuries. Safety glasses with side shields are considered the basic standard for eye protection on construction sites, but it’s important to match the type of protection to the specific hazard. For example, goggles that protect your eyes from dust and

other physical hazards may not protect your eyes from radiation or a chemical splash. All safety glasses and goggles should be appropriate for hazards. In order to protect you the way they are designed to, your safety glasses should fit securely.

If you’re a welder, your safety glasses should also have a shade number marked on them. Always keep your safety glasses on, even when you remove other personal protective equipment such as a welding helmet or face shield. When you raise your visor or shield, you may still be exposed to flying chips, dust, or other hazards.

If you already wear regular glasses or contact lenses to correct your eyesight, you should wear prescription safety glasses on the site. Avoid wearing contact lenses—dust and other particles can get under the lens and irritate your eyes. It is important to replace your prescription safety glasses if they are scratched or damaged or if your eyeglass prescription has changed. All above precautions are crucial as our eyes are priceless.


Wiz Quiz

Health and wellness - crossword puzzleSee if you can spot all the words below relating to health and wellness in the crossword puzzle

Good luck and have fun!

A C T I V I T YB A l A N C EB R E AT HD I G E S T I O NE N D U R A N C EE N E R G YF R U I TH Y D R AT E DJ U I C I N Gl I F E S T Y l EN U T R I E N T SP O R T I O N C O N T R O lS T R E N G T HV E G E TA B l E SV I TA M I N SWA l k I N GW E I G H T

A L I F J U I C I N G S O N S B

E P O R T I O N C O N T R O L R

H Y D R A T E D W Y U R U N O E

B I G E F O F R U I T E N S V A

A C T I V I T Y O U R N W U E T

L I F E S T Y L E K I G A R S H

A V I T A M I N S R E T L R W G

N G D I G E S T I O N H K A E R

C P R A I S L U V U T R I C I A

E N D U R A N C E O S E N T G B

S E N E R G Y O U K N O G I H I

V E G E T A B L E S I N S V T T


Section Title

Issue 38November 2017

Documents

Marafiq wins the 2017 Global Water Intelligence Award for ... · Marafiq wins the 2017 Global Water Intelligence Award for Best Industrial Water Plant ... loss of process. Marafiq’s