Issue 43 | December 2019€¦ · Issue 43 | December 2019 Highlights Industrial Security...

Issue 43 | December 2019

Highlights


His Royal Highness Prince Abdul Aziz bin Salman, Minister of Energy and Marafiq President and Chief Executive Officer, Abdullah Khalifa Al-Buainain during the 24th World Energy Congress in Abu Dhabi, United Arab Emirates.

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Marafiq won the “Best Private Company, MENA Region” award

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2 Issue 43 | December 2019

Contents

Saeed K. Al-AbdullahCorporate Communications ManagerOverall In-charge and Supervision

Editor-in-ChiefBasheer Al-Tarouty

Editorial BoardSteven Carl SmithGerardo Dumo (Ardee) Flores

Ansary Domado, Design and PhotographyAbdulrahman Al-Sehli, Photography

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

Contents

Nurturing a prestigious brand

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The Business Planning and Performance Department organized the WIGs (Wildly Important Goals) workshop

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PLEASE SCAN CODE TO ACCESS MARAFIQ E-SERVICE

5-13 CORPORATE EVENTSMarafiq participates in the 24th World Energy Congress

14-19 HIGHLIGHTSThe Marafiq Projects team is working diligently on the new Head Office; it is progressing well and has made significant steps towards reaching its completion in 2020.

20-21 SAFETYSafety at home campaign in Yanbu

22-23 TOWARDS EXCELLENCEMarafiq driving Towards Excel-lence Project entering its final stage

26-33 SUSTAINABILITYHow to Reduce Industrial Energy Cost

34-37 MASAInauguration of the Cockpit Performance for Operation and Maintenance Center in Yanbu

40-45 TALENTED WRITERSMarafiq Yanbu II ALCO Pipeline repair


Contents

Managing Risks and adding value to Marafiq Business

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French Business Delegation Visit

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Inauguration of the Cockpit Performance for Operation and Maintenance Center in Yanbu

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Saudi National Day

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Marafiq Yanbu Central Laboratory has installed the ICP Optical Emission Spectrometer.

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Medical and Dental care campaign at Marafiq Jubail

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CEO's Message

The success of Marafiq can be observed through the commitment of all our staff striving towards excellence and for their consistent efforts in developing an organization that we can be proud of. As we near the end of this year 2019, we can reflect on our achievements and learn from the struggles that we have faced. At the time that this magazine was going to print, Marafiq has set a new record by reaching 35 million man-hours without Lost Time Injury. This is a significant achievement and it could not have been possible without your commitment to safety during your daily activities. This year we have successfully driven safety awareness across the entire organization at all levels. We have developed a culture that understands that we are all responsible for safety and we are collectively building a culture of safety. Marafiq management remains committed to the safety and well-being of our people.

You may have noticed that we have started an awareness campaign about our Enterprise Risk Management (ERM) activities in Marafiq. The purpose of the awareness campaign is to create a risk mindful culture. Risk can have negative consequences as well as positive outcomes or opportunities, and we need to be aware and mindful of both.

Being a risk-aware organization, we should think about the adverse risks associated with all our activities and take appropriate and proactive measures to mitigate all risks and look for opportunities that can add value to Marafiq business. All departments in Marafiq have assigned risk champions who are working closely with the ERM department and coordinating risk management activities for their respective departments. You are encouraged to share all risks and opportunities with your department risk champions to ensure that we address them promptly.

Risk management is a business imperative and a critical success factor for Marafiq. I urge all staff to support ERM and embrace the risk mindful culture as we kick-off 2020.

TOWARDS EXCELLENCE - this is our way forward.

Message from the President and CEO

Abdullah K. Al-BuainainPresident and CEO

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Corporate Events

Board of Directors Meeting

Headed by His Excellency Abdullah Ibrahim Al-Saadan (Marafiq Chairman), a Board of Directors Meeting was held on 1 September 2019 at Al-Fursan Hall in Jubail Industrial City.


Corporate Events

French Business Delegation Visit

Marafiq hosted a French Business Delegation visit headed by Pascal Roger, Commercial Attache at French Embassy, on 16 October 2019, at Marafiq Head Office and Seawater Cooling facilities in Jubail.

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Corporate Communication

Saeed K. Al-AbdullahCorporate Communication Manager

Nurturing a prestigious brand

During the course of this year, Marafiq took hold of opportunities to demonstrate its achievements at various local and international forums. This year Marafiq also developed and launched its Brand Ambassador Program that provides opportunities to its freshly graduated Saudi employees. These young Saudi employees are known as Marafiq’s PDPs; they are being developed and equipped within our Professional Development Program to be future leaders and to be influential brand ambassadors.

This year the Corporate Communication Department led 22 exhibitions and events that boosted Marafiq’s brand image within the utility industry, as well as engaging with some of the most prestigious brands in the world. Among these efforts, were Marafiq’s social responsibility sponsorship, which supported the “Yala Sharqiah” season initiative themed “A season of culture and energy”. Marafiq proudly supported the Kingdom’s fruitful and decisive investments in favor of Saudi Arabia’s continuous advancement. Since Marafiq’s

inception in 2003, it has developed a compelling drive towards sustainability, this year it had the opportunity to participate in Abu Dhabi Sustainability Week 2019. Marafiq also showcased its achievements and demonstrated its ambition to be the preferred supplier of utility services in major Industrial Cities in Saudi Arabia at the 24th World Energy Congress 2019 in the United Arab Emirates. These prestigious conferences allowed Marafiq to proudly represent Saudi Arabia amongst some of the world’s most influential brands.


Corporate Events

Marafiq has been awarded the “Best Private Company, MENA Region” Award at the 2019 International Desalination Association (IDA) World Congress, which was held on 24 October 2019 in Dubai, United Arab Emirates. Under this year’s theme “Crossroad to Sustainability”, IDA received over 50 outstanding nominations for the award. The IDA Committee was thoroughly impressed with Marafiq’s industry performance and its sustainable practices.

Marafiq conducted rigorous research work, which is the main drive for this award in addition to the comprehensive and world-class utility services provided. The research work submitted for this award relates to the impact assessment of concentrated brine discharged to the sea from Yanbu-1 Desalination Plants on the marine ecosystem. The research concluded that there is minimum impact of brine discharge on the Physico-chemical quality of nearshore seawater. It also identified that there is a non-threatening impact on the community, population, and incidence of marine life. Finally, the study also highlighted the impact at the micro-organisms level, which was supported by highly advanced technologies, such as pyro-sequencing and DNA analyses.

Marafiq won the “Best Private Company, MENA Region” award

Abdullah Al-Johani presented “Microbial diversity in seawater near Marafiq desalination plants ratifies nonthreatening impact on the marine ecosystem”

Jaffar Al-Kishe presented “Experience of operating unique world-class industrial wastewater treatment plant, challenges & lessons learned”

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Corporate Events

On behalf of Abdullah Al-Buainain, President and CEO, the award was received by Mahmoud Saleh Al-Theeb, VP O&M – Jubail, and Ali Ahmad Mohammed Shubaili, GM Technical Asset Management.

Othman Yousef AlKhlaiwy presented “Marafiq’s quest to minimizing the impact of desalination on the marine environment”

Abdullah Jan presented “Premature failure of unpromoted nonthixotroped cross-linked FRP tank from Fenton treatment system – a case study”


Corporate Events

Marafiq participates in the 24th World Energy Congress

His Royal Highness Prince Abdul Aziz bin Salman, Minister of Energy and Marafiq President and CEO Abdullah Khalifa Al-Buainain with the Marafiq Team during the 24th World Energy Congress held in September 2019 in Abu Dhabi, United Arab Emirates.

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Corporate Events

The President and CEO of Marafiq, Abdullah bin Khalifa Al Buainain accompanied by other Marafiq executives, attended the 24th World Energy Congress at the Abu Dhabi National Exhibition Centre.


Corporate Events

89th Saudi Arabian National Day

Marafiq supported Saudi Arabia’s 89th National Day by installing green LED lights at the Jubail Head Office, JWAP Company, Yanbu Customer Relations Office and various power transmission lines.

Marafiq Customer Relations Department in Yanbu celebrated the 89th Saudi Arabia National Day.

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Corporate Events

On 24 September 2019, Khalid Al-Nafey (GM O&M Yanbu II) and Ghazi Mohammadi (Manager, WPD Yanbu 2) celebrated Saudi Arabia National Day with the employees from Water Production Department Yanbu 2.


Highlights

HighlightsMarafiq Yanbu Central Laboratory has installed the ICP Optical Emission Spectrometer. ICP-OES enhances the laboratory capabilities to analyze metals in water samples, fuels, transformer oil, boiler deposits, scales, and other samples.

Winner of Logo Design Contest for “Employee Engagement” project of Human Capital Development, Osama Mohammed Al-Ansari, receives his prize from Jamal Omar (Vice President Operations and Maintenance Yanbu) and Sultan Al-Ruhaili (Vice President Engineering and Projects) on 14 October 2019 in Yanbu.

Dhari Al-Shammari (Manager, Admin Services) appreciated Jassar Hadi Al-Yami for his contribution to workplace safety and for winning the Admin Service Department Safety Quiz for Quarter-2 2019.

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Highlights

The Marafiq Projects team is working diligently on the new Head Office; it is progressing well and has made significant steps towards reaching its completion in 2020.


Highlights

Strategic Stakeholder Meetings at CEO Office in Jubail on September 30 and October 1, 2019 with: 1 Mohammad Al-Mansour | CEO, NAMA Chemicals Company 2 Raad Al-Bakri | BOD, Rawafid Alhadara Holding 3 Mazin Albahkali | CEO, Power Services at GE Power

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Highlights

The Business Planning and Performance Department organized the WIGs (Wildly Important Goals) workshop which was attended by the Executive Management Team and managers from Marafiq Jubail and Yanbu on 25 September 2019, the event was held at the Jubail Intercontinental Hotel.

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Highlights

Engineering students from Jubail University College visit Marafiq Head Office and Seawater Cooling facility in Jubail on November 6, 2019. The students got to meet and speak to Marafiq management and MaSa engineers and find out first-hand what it takes to be an engineer working at power and water utility company.

Facilitated by the Marafiq ISD-Jubail Loss Prevention Team, this year’s Best Housekeeping Department Awards were presented to the Management Team of SWTP9 and SWC Plants on October 7, 2019 in Jubail.

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Highlights

Industrial Security Department-Yanbu held the first major fire drill in Yanbu-II on November 13, 2019 in coordination with HCIS, YAMA team including Civil Defense, Royal Commission, SWCC & Yasref. The fire drill was successful and the participants learned several lessons to respond quickly, calmly, and safely.

On November 18, 2019, Members of the Safety Awareness Committee (SAC 2017-2019) from Marafiq Jubail and Yanbu held a close-out meeting and celebrated the successful completion of their objectives.


Safety

Near Miss Incident

Mario Hallare ReyesSafety SpecialistIndustrial Security Jubail

At the root of every accident or incident, fatal or otherwise is a near miss that was ignored and not prevented. Near miss incidents often precede loss producing events but are ignored mainly 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.

Near miss is an undesired event, including attempted intrusion that under slightly different circumstances could be an incident resulting in harm to people, damaged or loss in property, damaged equipment or environment, or loss of process. Marafiq 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 is encouraged to report near misses to gain an opportunity to prevent future incidents and promote proactive safety means raising awareness of potential hazards and mitigation strategies. Recognizing and reporting near-miss incidents can significantly improve worker safety and enhance the safety culture of the company. Employee involvement is vital for the success of the near-miss program.

Reporting a near miss incident

On 1 July 2019, removal of the upper bearing assembly of the screw pump was being carried out at the Industrial Wastewater Treatment Plant in Jubail using a mobile crane. During the lifting progress and the moment that the bearing assembly was removed from the system line the load suddenly swing towards the crane, and one of the technicians was nearly hit, but he did manage to save himself and avoided the approaching bearing assembly. The work location is congested, and it is located in an elevated area, which obviously can be considered as additional hazards for the job.

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

Why report near misses?1. It enables companies to resolve

hazards before a tragic or costly incident occurs pro-actively.

2. It engages the workforce (all workers at all levels) in solving problems.

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

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Safety

"Safety At Home" campaign in Yanbu

The Safety and Loss Prevention section focused on various areas of safety; one of the key focus areas were our employees and their families at home.

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

5. It develops a positive and necessary attitude surrounding safety.

Supervisors have an essential role to play in encouraging workers to report near misses by consistently requiring 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 identify and recognize potential hazards properly. To help make it easy for employees to submit near misses and ensure useful data. 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 could have done it 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 essential to ensure that the details are circulated as widely as possible. Marafiq OHSMS ESH Investigation procedure provides the time frame and other details in conducting near-miss incident investigation.

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.

Following steps for setting up a successful near-miss program:• Communicate a clear definition of

a 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.

The Industry and Security Department in Yanbu made efforts by networking with nearby industries to carry out an awareness campaign on "Home Safety"

in cooperation with Saudi Aramco from 9 to 11 September 2019.


Towards Excellence

Marafiq is Driving Towards Excellence

Ahmed Khleawi Al-Khleawi General ManagerHuman Resource and Services

The “Towards Excellence” project has been a journey of transformation to furnish continuous enhancement and multifaceted advancement at Marafiq. During this journey, the project phases stream through one another in a continuous sustained flow of activities.

The first half of 2019 was dedicated on diagnostics, reviews, gap analysis, on-job observations and interviews, the second half of 2019 has seen conceptualization of solutions and diverse activities being undertaken and completed as part of the project, coming as a resounding response to the latest developments in the utilities sector on a global scale, as well as in the Kingdom of Saudi Arabia. In line with this blueprint, earlier this year, the "Towards Excellence" project team commenced series of activities with internal stakeholders, aiming to identify opportunities for improvement in various areas of the business. Having the voice of business heard and opportunities identified, while being closely supported by the Marafiq leadership, the project’s now stepping into the final phase of realization of “Towards Excellence” where we shall be focusing more on testing and validation of findings coming from previous phases, but also on introducing new procedures and systems that will elevate Marafiq towards an even higher summit.

The five interdependent streams of activities constituting the project and incorporated under "Towards Excellence" umbrella, dubbed as ‘Marafiq Academy’, ‘Process Excellence’, ‘Strategic Workforce Planning’, ‘Performance Management System’ and ‘Employee Engagement’; have successfully introduced a variety of valuable results, namely:

Marafiq Academy – The initiation of the Academy brought the identification and development of training programs, tracks and modules for Power Generation and Water Production for Yanbu I and Yanbu II operations. Having the Academy strategy documents and branding finished, we are now testing a completely new mobile/desktop application to serve academy training delivery and facilitate administration of the career paths at Marafiq.

Process Excellence – Definition of selection criteria and impact analysis were performed right at the start of this project stream. Later activities involved workshops with department managers for review and feedback, application of criteria dimensions and selection of Key Processes based on the selection criteria. Four different dimensions were applied as part of this exercise, grouped under internal and external and ended up with a list of 10 key processes that will be scrutinized and optimized in the period to come.

The “Towards Excellence” project has been a journey of transformation to furnish continuous enhancement and multifaceted advancement at Marafiq.

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Towards Excellence

Strategic Workforce Planning (SWP) – A key project stream in the Marafiq journey as part of “Towards Excellence”, this stage began with a round of interviews with business leaders in Yanbu and Jubail. Considering SWP Reports on KSA employment, nationalization data, information on competitive landscape and Marafiq workforce analysis and segmentation, the SWP phase developed appropriate criteria and a process to define critical job positions across Marafiq. Employee Engagement - What started with a round of interviews with Marafiq managers from Yanbu and Jubail, and

later progressed into a company-wide contest for the selection of the new logo and tagline for EE and the survey administration, is now in its final stage of employee programs development. A second-level report that will follow will be focusing on thorough analysis and identification of key areas of improvement. Based on these findings, the expert team will develop a framework of employee programs. Performance Management System – Series of activities were introduced right after the kick-off of this project stream. Earlier this year, our team facilitated meetings and interviews with business leaders; conducted eight training

workshops on “How to set S.M.A.R.T objectives” for different audiences in Yanbu and Jubail, but also focused on enhancements of the existing Employee Performance Review (EPR) system, aiming to implement best practices and solutions that will strengthen further the “performance-driven” culture at Marafiq. "Towards Excellence" is more than a transformation project, in its core it’s designed to serve as a underpinning platform for years to come, as an unwavering foundation of a progressive, modern Marafiq that is thoroughly prepared to confidently pursue future opportunities.


Enterprise Risk Management (ERM)

Managing Risks and adding value to Marafiq BusinessAtiq BajwaManager, Enterprise Risk Management Department

Enterprise Risk Management (ERM) is a management system used by organizations to manage risks and seize opportunities related to the achievement of their objectives.

ERM provides a framework for risk management which involves identifying particular events or circumstances that present risks or opportunities, evaluating the consequences or impact and likelihood determining a Risk Response strategy, and monitoring process.

Risks can have negative or positive consequences. Risk Management focuses on 4 high-level risk categories:1. Strategic Risks2. Operational Risks3. Financial Risks4. Compliance and Integrity Risks

In Marafiq, when we identify risks in each of the above categories, we evaluate the risks in terms of consequence and likelihood. Based on the impact,

the risks are rated as Critical, High, Medium or Low.

The above process in not a one-time activity. We, as the Enterprise Risk Management department are not only tracking and monitoring the identified risks, we are also continuously scanning the local, regional and global environment for any emerging risks so that we can keep our leadership aware of changing risk landscape and work with all key stakeholder proactively in assessing and evaluation of the risk and proposing the mitigation strategies.

Common Risk Treatment strategies for negative risks are:

1. Avoid – stop / substitute the activity that may lead to materializing the risk;

2. Transfer – share the risk with 3rd parties such as Insurance or an EPC contractor that can reduce the likelihood or impact of the risk;

3. Reduce – control / mitigate the consequences by implementing appropriate measures; and

4. Accept – Accept the risk as the “cost of doing business” as there are no cost-effective mitigations.

Common risk treatment strategies for the positive risks (opportunities) are:

1. Exploit – undertake or pursue the activities or projects to take advantage of the opportunities

2. Share – If we are not able to take full advantage of the opportunity due to lack of expertise, capital or other limitations, we can seek partnerships with partners who would be able to exploit the opportunity.

3. Enhance – increase the probability of success by eliminating some of risk drivers

4. Ignore – When we don’t have the resources or we are unable to find the right partners, we may have to ignore some opportunities and focus on our core strengths.

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Projects

Projects and Benefits Realization

Nawwaf Saif Al-AhmadiProjects Engineering Department Manager

An investment is only successful if the intended benefits are realized. Benefits realization supports vital choices and actions to achieve this success. Recently I was fortunate enough to attend one of the seminars that the PMI Saudi Chapter organized in Jeddah. One of the presentations was titled “The Project succeeded, but nothing happened” presented by a regional expert in the field of project management, Dr. Saadi Adra. Before I dive into the subject, let us agree that the concept of benefits realization is a relatively new trend in project management through the ABCs of this approach was born in the UK in the late 50s.

It is also quite enlightening to say that even the well-known Projects Management Institute (PMI) did not focus on this crucial concept until recently. However, it is never too late; PMI already formed the Benefits

Realization Management Practice Guide, which is considered to be one of the most significant frameworks for Benefits Realization Management (BRM); PMI members can download the same for free. So, what is meant by (BRM)? It is a framework that provides organizations with a way to measure how projects and programs add real value to the enterprise. In other words, it is "the initiating, planning, organizing, executing, controlling, transitioning and supporting of change in the organization and its consequences as incurred by project management mechanisms to realize predefined project benefits."

After defining the BRM, it is imperative and quite logical to say that the benefits of the perceived project shall always be aligned to the organization’s strategic goals and objectives. Not only that, the benefits should be sustainable and

need to be actively managed through the whole investment lifecycle. Know, one might ask, how can we help the organization to get the most out of the Benefits Realization Management tool? Well, the answer is; by ensuring key stakeholders and beneficiaries have reviewed, understood, and acting in accordance with identified benefit realization dependencies.

Coming to the process itself, and as per the BRM Guide; it is divided into three main milestones: • IDENTIFY BENEFITS to

determine whether projects, programs, and portfolios can produce the intended business results.

• EXECUTE BENEFITS management to minimize risks to future benefits and maximize the opportunity to gain additional benefits.

• SUSTAIN BENEFITS to ensure that whatever the project or program produces continues to create value.

Last but not least, it is vital to realize that; BRM shall be always emphasized and directly observed by the project sponsors; it cannot be left solely to the project manager. Finally, I hope that the above humble lines shed some light and provided some insights based on a very significant concept; Benefits Realization Management.


Sustainability

Sustainability GRI Reporting

Dr. Abdulrzzak AlturkmaniSenior Hydraulic SpecialistAsset Strategy, Planning and Standards

The Global Reporting Initiative (GRI) is an international organization founded in 1997, which provides frameworks and guidance on sustainability reporting. While the initiative initially targeted investors, it now addresses a multi-stakeholder audience. The maximum output of the Initiative is the GRI Sustainability Reporting Standards, which have been continuously developed over 20 years. GRI helps businesses and governments worldwide understand and communicate their impact on critical sustainability issues such as climate change, human rights, governance, and social well-being. This enables real action to create social, environmental and economic benefits for everyone.

The company's internal and external stakeholders will be involved in sustainability under financial, social or environmental aspects.

Reporting principlesThe Reporting Principles for defining report content will help the company decide on the content to include in the report. This involves considering the company’s activities, impacts, and the substantive expectations and interests of its stakeholders. These principles include:

• Stakeholder inclusiveness: Identify stakeholders and explain how company has responded to their reasonable expectations and interests.

• Sustainability context: Company’s performance in the broader context of sustainability.

• Materiality: The report covers topics that reflect the company’s significant economic, environmental, and social impacts or substantively influence the assessments and decisions of stakeholders.

• Completeness: The report includes coverage of material topics and their boundaries, sufficient to reflect significant economic, environmental, and social impacts, and to enable stakeholders to assess the reporting organization’s performance in the reporting period (i.e., calendar year).

The reporting principles for defining report quality guide choices on ensuring the quality of the information in a sustainability report, including its proper presentation. The quality of information is essential for enabling stakeholders to make sound and reasonable assessments of the company.

Figure 1: Development of GRI Standards from 1997 up to 2018

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Sustainability GRI Reporting

Sustainability

The quality principles include:

• Accuracy: Be sufficiently accurate and detailed for stakeholders to assess the company’s performance.

• Balance: Reflect the positive and negative aspects of the company’s performance to enable a reasoned assessment of overall performance.

• Clarity: Make information available in a manner that is understandable and accessible to stakeholders using that information.

a) GRI 102: General Disclosures These disclosures provide an overview of the company size, geographic location, and activities. This contextual information is essential to help stakeholders understand the nature of the company and its economic, environmental and social impacts. Many reporting period topics and information can be listed such as:

Table 1: General disclosures for sustainability report

102 GRI StandardName of the organization Activities, brands, products, and servicesLocation of headquarters & operations Supply chainThe scale of the organization Ownership and legal formInformation on employees Markets servedValues, principles, standards, and norms of behavior Governance structureList of stakeholder groups Approach to stakeholder engagementList of material topics Defining report content and topic boundaries

• Comparability: Select, compile, and report information consistently.

• Reliability: Gather, record, compile, analyze, and report information and processes used in the preparation of the report in a way that they can be subject to examination.

• Timeliness: Report on an annual schedule, so that information is available in time for stakeholders.

Outline of sustainability reportThis part summarizes the information required for the company’s sustainability report based on GRI Standards. The most crucial material topics shall be defined based on the materiality assessment undertaken with the top management. The selection and number of topics may increase once materiality assessments with other stakeholders are undertaking.

Figure 2: GRI Topics


Sustainability

b) GRI 103: Management Approach: This standard includes general requirements and disclosures for reporting the management approach for material topics. The relevant disclosures that relate to each material topics can include subjects as mentioned in the following table:

Table 2: Management approach disclosures

103 GRI StandardExplanation of the material topic and its Boundary The management approach and its componentsEvaluation of the management approach

c) GRI 200: Economic disclosuresThe following table summarizes the information required for the company’s disclosure on material economic topics. The relevant disclosures that relate to economic topics can include subjects as mentioned in the following table:

Table 3: Economic Performance

200 GRI StandardDirect economic value generated and distributed The proportion of spending on local suppliers

d) GRI 300: Environmental disclosuresThe following table summarizes some required information for the company’s disclosure on material environmental topics.

Table 4: Environmental approach

102 GRI StandardEnergy consumption within the organization Energy intensityWater withdrawal by source Water recycled and reusedEnergy indirect (Scope 2) GHG emissions Direct (Scope 1) GHG emissionsGHG emissions intensity Water discharge by quality and destinationWaste by type and disposal method Non-compliance with environmental regulations

e) GRI 400: Social disclosuresThe following table summarizes some required information for the company’s disclosure on material, social topics.

Table 5: Social approach

102 GRI StandardNew employee hires and employee turnover The management approach and its componentsTypes of injury and rates of injury, occupational diseases and lost days

Average hours of training per year per employee

Programs for upgrading employee skills and transition assistance programs

This guidance provides recommendations and an outline for any company or business to develop a Sustainability Report in-line with GRI Standards. It is recommended that Marafiq meets the relevant compliance standards for the most critical economic, environmental, and social topics according to GRI Standards. Marafiq should aim to report on sustainability as per GRI Standards internally first as soon as possible focusing on the priority sustainability topics, then to yearly report on sustainability for external. This will reflex the company transparency for the local and global markets.

Reference: GRI, 2016. Consolidated set of GRI Sustainability Reporting Standards, 2016. www.globalreporting.org

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How to Reduce Industrial Energy CostFahad Mutlag Al-ShammariElectrical EngineerSeawater Cooling Department - Jubail

Energy efficiency has become a vital objective for all industries even though the energy cost can have a significant impact on all manufacturers since it requires a vast majority of energy to maintain the required level of production. Energy consumption has become a considerable challenge to most industries. However, some industries almost succeeded in energy saving with no impact on customers side.

Strategies that will help to reduce energy cost and consumption.

1. Establish an Energy Management System: To accomplish proper cost-saving plan, a specific crew has to be given the accountability by assigning a particular employee from each department who has the motivation, encouragement, or interest to keep costs low and a bonus to be given to the amount of energy the team can save. By this strategy, the team can work together to classify and monitor energy usage to reduce energy waste.

2. Initiate an Energy Audit: Two figures can assist in forming the energy audit, taking Support of facility specialists and by following

guide books. A valuable energy audit will illustrate a clear picture of the peak consumption during the year that will help to identify recommendations to business unit about the best upgradations that will bring the best investment in return.

3. Effective Schedule for Equipment Usage: After conducting the energy audit, start studying what machinery has to more consumption of energy to run with. Next, make an active and strategical schedule to utilize the highlighted equipment outside the peak hours.

4. Make Schedule for shut-downs & Start-ups: To eliminate the impact on the industry, it has been recommended to schedule and organize startups of large machines because starting up more than a motor will create a massive spike in facility's energy demand.

5. Improve air compressors: A conventional equipment (compressor) is to be blamed among the majority of industries of having a vast consumption of energy, and that is due to some factors like poor Engineering design, poor quality of GPM applied on the compressor.

6. Make an Audit of HVAC System: According to a study, nearly 52% of the entire building's energy comes from HVAC System. Therefore, there are some variables like method of operation and system design maintenance which contribute to the efficiency of HVAC system and it will always be recommended to make an audit based on findings.

7. Power Factor Correction on substantial loads: The power factor contributing to the significant role in energy consumption in industry. Power quality can be improved by optimizing and correcting the power factors which will provide the cost-effective consumption in electrical distribution system. Optimization of power factor for equipment can be achieved by adding the bank of capacitors against the larger inductive loads. Maintaining an effective power factor in industry provides cost-effective demand tariffs, reducing power system losses and improve the equipment’s life.

Sustainability


Enablers Initiatives Description

Management of Asset Lifecycle

Performance Management

Condition observing, prophetic projecting and reliability- targeted maintenance assisted by analytics and robotics.

Growth in potential margin by reducing repair and maintenance costs, lower downtime of assets and less critical failures.

Digital Field Work Operations

Digital communication to enhance field staffs’ functioning by employing data and tools to support operational efficiencies.

Electronic work packages for end-to-end work cycle, i.e. planning, scheduling, etc..

Smart Asset Planning

Foretelling analytics to improve capital project execution, installation and decommissioning.

Optimizing capital expenditures to commission assets more effectively with better site and asset choice.

Capacity to extend asset life cycle or improve operating efficiency by deploying technologies like; smart sensors on generation and distribution assets.

Dr. Zulfiqar BashirLead Specialist, Opportunity EvaluationBusiness Development Function

Strategic Thinking: Finding a Sustainable Business Model for Utilities in Fourth Industrial Revolution (4IR)

The “fourth industrial revolution” (4IR) is an age of advanced technology based on information and communication. It is the unfolding age of digitalization - from the digitally connected products and services use to advancements in smart cities and factories, and gradually common automation of tasks and services.

The electricity sector is set for a major intrusion driven by technological advances. 4IR has a more powerful influence on the utilities businesses and realizing value from rapid digital transformation - including artificial intelligence, the Internet of Things (IoT), advanced data analytics, robotic process automation, blockchain, robotics, cloud computing, virtual and augmented reality, 3D printing and drones. The 4IR can help to create efficiencies in operations and new revenue - generating products and services. The available 4IR solutions are ready to move beyond prototypes and deliver results via the building blocks of digitalization, such as service platforms, smart devices, the ‘cloud’ and advanced analytics. The companies in the utilities sector have the opportunity to increase asset life cycle of infrastructure, optimize electricity network flows and innovate with customer - centric products. We believe, in the fast-changing business environment, following enablers could be practical for Marafiq;

Sustainability

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Enablers Initiatives Description

Grid Accrual and Aggregation

Energy Aggregation Platforms

Bringing small-scale distributed energy sources onto a single platform, allowing a cluster of generators to act as one large power plant, particularly to harness renewable sources, thereby balancing the grid.

Real-time Supply and Demand Platform

Watching and connecting current load supply and demand coupled with partial pricing structure.

Real-time Network Controls Enabling real-time adjustments to the changing loads by adjustments to the generation and breakdown conditions of distribution system.

Associated and Interoperable Devices

Device-to-device connectivity, collection and display of energy consumption points for seamless connection to the distribution network.

Energy Management

Energy information displays and controls to allow prosumers to manage generation, storage and flow.

Utilities must act now if delivering on-site energy management for an attractive business model.

Digital Customer Model

Multiple channels – including; web, mobile and social – for customers to interact with their electricity provider.

Transform customer interaction model by implanting customer analytics within services to accelerate digital relocation and improve customer commitment.

Beyond Electron

Living Services

Cross-industry digital services for consumers.

A new layer of integrated consumer experience can be delivered by combining sensors, the cloud, connected smart devices and real-time analytics.

Industrial servicesA suite of engineering services for business customers.Encompassing manufacturing and industrial processes, energy, power, data security, lighting and safety, and operate from single platform

To come up with sustainable business model for utilities company like Marafiq and to implement above mentioned enablers; the following approaches could be espoused;

‘No Regrets’ Approach ‘Daring Actions’ ApproachAction Description Action Description

1. Form a digital strategy and roadmap

Fully integrate digitalization into core business by supporting overall corporate strategy.

1. Speed up the leap towards digital innovation

Innovation should not be a function but a belief that runs across the business.

2. Capture, realize and leverage data

Use data not just to create opera-tional efficiencies but to create new sources of revenue.

2. Design a pleasant customer experience

Every digital initiative must have the end-customer experience at its heart.

3. Build and maintain a high-quotient digital team

Create an open channel for ideas or use technology to crowdsource ideas.

3. Partner and invest in the elec-tricity ecosystem

Partnering with peers and competitors will become core business activities for energy companies in the new electricity ecosystem.

4. Build a digital talent strategy

Companies should have a clear plan to address any skill short-ages, for example in data analysis, creative marketing or program-ming.

4. Engage regulators around market redesign

Establish a positive dialogue with regulators to ensure that the industry and market are redesigned to work for all par-ticipants.

5. Blastoff and convey a change program

To kick-start a shift towards in-novative digital initiatives, change management, supported by inter-nal communications, is vital.

5. Form an industry consortium to address concerns around interoperability, data privacy and cybersecurity

Collaborate to address risks and barriers to transforming the industry.

Source: World Economic Forum and other publications.

Sustainability


Sustainability

Modernizing Electricity Metering System Journey to Smart Metering Implementation in Marafiq

Power Distribution Department (PDD) comes under the function of Customer Relations and Network (CR&N) and is responsible for maintaining electrical distribution equipment including transformers, pad-mounted switches, MV & low voltage cables, and metering cubicles. Additionally, PDD is also responsible for maintaining the electricity metering system in MYAS including metering system for distribution as well as transmission level customers.

Yanbu Industrial City is a house to approximately 20,000 valuable customers of Marafiq as a power and water utility provider. These customers include Industrial, Government,

Nadir Ali Al-ShafeiPower Distribution Department Manager

Commercial, and Residential categories. Electricity metering system for these customers is a conventional metering system, a mix of electromechanical energy meters that were installed from the development of the city to the year 2010 and electronic or digital meters installed over the last 8 to 9 years. The reading method for these electricity meters is also a conventional one, i.e. reading is carried out by meter readers visiting every meter individually every month and then upload the same in the SAP system for the billing of the customer.

Marafiq started its journey towards the implementation of Smart Metering by selecting to implement the smart

metering for its most valuable customers, i.e. Industrial Customers which was initiated in the year 2014. All the old industrial meters were replaced with IEC standard high accuracy class smart meters having GSM/GPRS modems as a communication module to establish two-way communication with Meter Data Management Server (MDMS) periodically (at defined time and frequency) or on-demand basis (whenever the data is required) using GPRS (General Packet Radio Service) communication. Smart Meters installed at the substation were also connected to SCADA system to communicate energy readings, i.e. kWh/MWh and kvarh/Mvarh readings periodically to the SCADA servers.

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Sustainability

Salient Features of the Smart Metering Project for Industrial Customers

• The detailed load profile is captured for various parameters by the smart meters every 15 minutes and is transferred to the MDMS at a scheduled time.

• Important events like a power outage, voltage missing, current missing, over-voltage, under-voltage are monitored and reported by smart meters, which help in confirming the healthiness of the metering system without the need to visit the site.

• Monthly readings for more than 12 billing internals are available in the smart meters at any time, and these readings are transferred to the MDMS server at the end of the billing period. On-demand readings are also communicated whenever required.

• Instantaneous data, e.g. voltage, current, power factor, real power, reactive power can be downloaded from the smart meters at a pre-

configured time or initiating a request through the system.

• Smart Meters are capable of measuring energy in both directions, i.e. import and export measurement of energy. Thus, the system is even ready for measuring any export from the customers to Marafiq network using renewable energy sources like solar systems.

Smart Metering Implementation for Residential Customers

Marafiq is now preparing to implement smart metering for its residential customers to achieve following targets, • Reducing the meter reading to

billing cycle through transfer or data from smart meters to the smart metering server and then to SAP without a standard interface for producing customers’ bills.

• Removing errors caused by manual monthly reading.

• Identification of high losses areas in the distribution system.

• Disconnection of customers due to non-payments and Re-Connection after payment by the customers in the minimum possible time through a remote command.

• Identification of malfunctioning of energy meters without the need to visit the site.

• Control of tampering cases through continuous monitoring of the metering system for any unusual condition occurring on the meter, e.g. missing phases, opening of meter cover.

Marafiq plans to replace all of its electricity metering installations by smart meters by the year 2025, which will help ensure the complete automation of the metering system along with the electricity consumption measurement through high accuracy meters installation making a win-win situation for both Marafiq and its customers.


Message from MaSa Executive General Manager

Hamad Al SuhaimMaSa Executive General Manager

December 2019 will see the end of the first cycle of the joint venture (JV) agreement between Marafiq and SAUR. This agreement saw the establishment of MaSa which undertook the operation and maintenance of Marafiq's facilities in Jubail, Yanbu and Ras Al Khair. Our partner is eager to continue with this strategic partnership which will contribute to achieving Marafiq’s visions for years to come to complete the transformation of MaSa into a modern and competitive organization, and guarantee its ability to provide our customers with quality services at all times

Looking back at our achievements in the past eight years, MaSa has consistently applied best practice techniques in order to align with the global standards and comply with the Royal Commissions environmental regulations. MaSa also able to improve the performance and reliability of Marafiq’s facilities, with improvement in the potable water quality compliance and the water pressure in the network to our customers while reducing water losses. In the meantime, the reclaimed water network blockages and odor complaints were reduced, while increasing the effluent discharge compliance from the reclaimed water treatment sites. At the

same time, the equipment reliability has increased, and the corrective and emergency maintenance activities were reduced due to the improved preventative maintenance.

Additionally, we created a modern organization with a high emphasis on technology and the use of higher-skilled Saudi employees. We established the Cockpit Performance for Operation and Maintenance (CPO) Department as comprehensive concept that integrates and customizes several technologies together in order to accelerate the company’s modernization process. CPO utilizes IT innovations to improve the O&M real-time monitoring, controlling, scheduling and communication, through the use of the latest technologies in RTU’s, central SCADA, dataloggers and smart water meters. It also provides the tools to improve O&M data collection, analysis, and digitizing the decision-making process, by using means such as Business Intelligence (BI) to improve reporting through the use of single database and user-friendly reporting platforms to build a comprehensive business intelligence corporate environment.

Furthermore, CPO brought a new organizational concept focusing on organizational effectiveness to take the organization into the next level

towards excellency. This organizational concept has shaped the foundation of a specialized Water Academy (MWA) to enhance the employees’ knowledge and competences. MWA offers tailored hands-on training and theoretical courses on safety, Operations and Maintenance technical skills, reliability, automation and IT, and the English language.

In order to ensure our business continuity, MaSa has developed a crisis management readiness plan. The plan is aligned with the leading utilities’ providers, businesses, and other key players, and will ensure that we can mitigate the risks of any crises as well as maneuver through them should they occur. The plan has been shared with all stakeholders, and the awareness of our teams has been increased to ensure our readiness to manage any unforeseen events.

Looking ahead, and building on our success, we look forward to a new era of growth in Jubail, Yanbu, Ras Al Khair and across the country, and pursuing new opportunities that maximize value creation for our stakeholders, in addition to supporting the overall economy of KSA and vision 2030.

MaSa

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Ras Al Khair Pre-Startup SHE Review Team Inspection

Mohammed Saad Al QahtaniOperations and Maintenace Superintendent Ras Al Khair - MaSa

Ras Al Khair (RIC) Pre-Startup Safety, Health and Environment Review (PSSR) Team conducted an inspection visit to RIC Potable Water Pump Station and Sea Water Cooling Pump Station on 25 September 2019. The inspection was organized by MaSa RIC Operations and Maintenance Team and included 30 representatives from Marafiq. This was a great achievement as it was the first time that the PSSR team inspected one group.

MaSa


Inauguration of the Cockpit Performance for Operation and Maintenance Center in Yanbu

The new CPO Center in Yanbu was inaugurated on 12 June 2019 by MaSa Board of Directors headed by Abdullah Al-Buainain (Marafiq President and CEO), Mr. Louis-Roch Burgard (Saur Executive Chairman), Jamal Omar (Vice President Operations and Maintenance Yanbu), and Mahmoud Saleh Al-Theeb (Vice President Operations and Maintenance Jubail), together of MaSa Executive Management team. The visitors toured the building and viewed its facilities and services, and congratulated Hamad Al-Suhaim (MaSa EGM), the CPO team, and all those who contributed to complete this center.

MaSa

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GIS Update: Maps to Enhance Marafiq Water Business

Ali M. Al AliGeographic Information System SupervisorCockpit Performance for Operation and Maintenance - MaSa

In this article, we will highlight a few examples of the Geographic Information System (GIS) roles in supporting Asset Strategy Planning and Business Units in their operation and maintenance. In particular, will clarify the role of maps visualization to enhance reliability of wastewater network and monitoring potable water pipe breaks. Before that, it is important to announce that the Maps catalog facility is now available as new service within the web-based GIS portal, which includes all essential thematic maps for Jubail and Yanbu with search capability.

Thematic Map of Waste Water Blockages by Districts: This map records all mainline wastewater blockages since 2016 and classifies the criticality by colors for each district. Then, GIS helps to monitor flushing activities progress and identify its effect on mitigating the blockages in districts.

Mapping of the Potable Water Pipe Breaks: GIS maps help to identify the locations of a potable water pipe break accurately and provide visualization of the water loss amount, outage hours and density of pipe breaks in order to have clear picture about the status of any particular area and do proper mitigation such as planning the positions for additional air release valves.

Marafiq Asset Strategy Planning: Marafiq Asset Strategy Planning also started using GIS Portal and GIS mapping services to extract and analyze assets information. Below an example of a potable water transmission line layout classified by the pipes’ diameter.

MaSa


Health and Wellness

Does diet affect human body immunity? Dr. Hossam GabrSenior Physician Industrial Security Yanbu 1

A properly balanced diet plays a vital role in promoting the immune system. There is no specific diet should follow to maintain immunity, but generally you should follow plant-based diet rich in whole grains and nuts as well as limitation of meat (mainly processed meat) and fried foods. Also, fresh fruits and vegetables should constitute a good portion of your diet.

Foods useful for the immune system:1. Fatty fish (such as salmon, herring,

and sardines): rich in omega-3 that enhances immunity due to its anti-inflammatory effect.

2. Nuts and sunflower seeds: rich in antioxidants that protect against infection and chronic diseases.

3. Chicken, seafood, and broccoli: rich in iron that carries oxygen to antibodies.

4. Garlic: rich in selenium, which is very useful in slowing the overactive immune response.

5. Artichokes and onions: rich in anti-inflammatory compounds.

6. Oysters, crab, lean meat, and yogurt: rich in zinc that controls inflammatory reactions.

7. Citrus fruits and leafy green vegetables: rich in vitamin C that promotes the immune system.

8. Banana and chickpeas: rich in vitamin B6 that control biochemical body reactions.

9. Carrots: rich in vitamin A which enhances the immune system against infection.

10. Beans and peas: rich in folic acid that promotes the immune system.

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Does diet affect human body immunity?

Health and Wellness

Medical and dental care campaign at Marafiq Jubail

Facilitated by Marafiq Industrial Security Department, RAM Clinics conducted a dental care and health awareness campaign at Marafiq Head Office in Jubail on 22 October 2019.


Talented Writers

Vendor Manager InventoryMohammed Azhar Alam khanMaterials Planning SupervisorMaterials and Logistics

What is Vendor Manager Inventory (VMI)? In its purest form, Vendor Managed Inventory is the process where the vendor assumes the task of generating purchase orders to replenish a customer’s inventory. VMI is a term that is used to describe many types of supply chain initiatives. VMI improves visibility of demand and product flow in a supply chain, facilitating a more timely and accurate replenishment process between a supplier (vendor) and an inventory site (customer, distributor, and distribution center).

The application of VMI can be at any point within a supply chain:• Manufacturer – Wholesale Distributor

Wholesale Distributor - Retail • Manufacturer - End Customer/

OEM Wholesale Distributor – End Customer/OEM

• Manufacturer – Internal Inventory Storage locations

The VMI process is a combination of e-commerce, software, and people. The e-commerce layer is the mechanism through which companies communicate the data. The key feature of the e-commerce layer is that the data be timely and accurate. The balance of this paper will focus on the interaction between the people and software to create and execute a VMI process that is germane to the business and delivers tangible benefits to the supply chain partners.

Four Stages of the Fully Automated VMI Model

1. Collaboration: In business environments where thousands (or 10’s / 100’s of thousands of) SKU’s have

to be managed daily, collaboration at the tactical (item) level is impractical, costly and error-prone. The more effective collaborative process is at the strategic level, where overall service and inventory investment goals are agreed upon, along with the constraints within each company. The collaborative stage is critical in establishing the goals and key performance indicators for the VMI relationship. Periodically, this stage is revisited to review current performance and adjust or reconfirm the goals and constraints. The impact of this strategic collaboration is a commonality of metrics and focus between supply chain partners.

2. Planning: The key to automating a replenishment process, and achieving world-class inventory /service performance is employing comprehensive, dynamic, exceptions-based replenishment software. Software tools that are comprehensive enough to manage a variety of demand patterns effectively. Dynamic enough to automatically detect and adjust to changing demand patterns, goals and constraints. Exceptions based to allow for an automated flow of information and product when the outcomes are within expectation. If exceptions are detected, they are analyzed for the degree of importance, and the user is automatically prompted for action.

3. Execution: In dynamic, volume intensive supply chains, inventory conditions can change suddenly. One day inventory levels are adequate; the next day, the inventory may be depleted (due to increasing sales!) or critically low, creating the likelihood for service

interruption. Each day the current supply chain positions (inventory, booked orders, particular commitments, in-transit, and future requirements) are analyzed against the plans to determine the course of action automatically. When the Collaboration and Planning stages are appropriately done, the Execution stage becomes automated with very few exceptions, requiring scant human interaction daily. Furthermore, the Execution stage can provide suppliers with valuable information beyond a purchase order quantity, enabling improvements to the order fulfillment and inventory allocation processes.

4. Assessment: The adage holds in VMI; what gets measured gets fixed. Set the goals, determine the plan, execute against the plan, then measure how you did. The Assessment stage tells the VMI partners how they are doing against the goals. Furthermore, within the software, diagnostic information is fed back into the planning stage in a continuous effort to close the gap between theory (plan) and reality (result). In many instances a VMI relationship is the first-time supply chain partners both have access to and are measuring performance using the same metrics. When two companies are focused on the same goals and have access to the same key performance metrics, a dependable supply chain partnership emerges, resulting in a better performing supply chain.

Benefits of VMI• Transfer Inventory and responsibility to the

vendor.• Improve working capital by more than 25%.• Visibility of the entire supply chain.• Visibility of stock holdings, into supply,

quarantine stores.

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Talented Writers

A success story of the seawater return line MH-09 WPD Yanbu-1

The seawater return line from the steam plant had leakage from a crack at the air vent line in MH-09, and its isolation valve was stuck. As the isolation valve was stuck it was impossible to carry out the repair work while the line is in-service. Moreover, it was planned as a total Steam Turbine Generator (STG) unit’s shutdown job. That will cost Marafiq a lot of money and time. We took the opportunity of the STG unit-6 shut down since it is flow will be deducted from the total seawater flow that passes under the MH-09 during its shutdown. The MH-09 repair work was planned on urgent basis. All the scenarios and conditions for the planned work were taken in our consideration. The Permit to Work (PTW) certificate was received, and all of the work preparations and safety precautions were arranged at the site before the work beginning. The team start the work on 4 July 2019 at 08:30 and completed at 22:00 on the same day. With the proper planning and readiness of the team members, the work was completed without interrupting the STG plant.

Ali Attiya Al-MalkiSeawater Cooling Network Inspector IWater Production – Yanbu 1


Talented Writers

Marafiq Yanbu II ALCO Pipeline repairAboBaker Mohammed Al-KhateebMechanical SupervisorOperations and Maintenance – Yanbu 2

The Kingdom of Saudi Arabia has accelerated industrial development in the petrochemical and mining sectors, spurring the growth of industrial cities like Jubail and Yanbu. To support the demand for power and water, utility companies have built large, integrated plants. Marafiq Yanbu 2 plant operating three-power generation units 3x275 MW, two desalination facilities, marine seawater facilities, and fuel pipelines. An 18.5 km 20-inch Arabian Light Crude Oil (ALCO) pipeline transports fuel from Aramco crude oil terminal to the power plant. Keeping these facilities running safely and reliably is essential to the Kingdom’s economic future and requires the operator to perform regular inspections and maintenance.

Challenge: Replace Pipeline Sections without Disrupting Power Plant Operation Marafiq Yanbu 2 Power Generation

planned pipe spool replacement on the ALCO pipeline at two underground road crossings T4 & T9 due to pipeline corrosion and frequent leakages. The work at each location should not interrupt the operation of the Power & water generation plant having a fuel storage capacity of 12 Days only and would be carried out at the peak of the Saudi Arabian summer. The pipeline’s numerous 3D bends—373 in all—and low operating pressure made choosing the right equipment to isolate the work zones more complex.

Approach: Perform back-to-back isolations using the same set of SmartPlug tools

To enable pipe replacement without bleeding down and flushing the system, global pipeline solutions provider T.D. Williamson (TDW) performed seamless back-to-back, double block

mid-line isolations at each road crossing using two 20-inch SmartPlug tools. SmartPlug technology reduces disruption to production flow during scheduled or emergency work, which helps operators maintain productivity and profitability while also avoiding the time, expense, and risks of depressurization and recommissioning.

SmartPlug tools are designed to seal against operating pressures of up to 350 bar (5,075 Pounds per Square Inch). The integrity of each seal can be validated at all times by monitoring the pressure in the annulus between the two plug modules, which represents a significant safety advantage. SmartPlug tools also have a proven capability of passing 3D bends; in this case, they traversed the 373-3D bends in each of the two runs. TDW conducted nearly identical isolations at the two underground road crossings; the operations differed only in the distance the isolation tools traveled to the set position.

Key operational activities included: • Manufacturing and supplying 2-inch hot

tap fittings.

• Performing hot taps at each of the two road crossings. This was to facilitate draining and purging of the pipe section between the two SmartPlug tools in the line.

• Launching and pigging two 20-inch SmartPlug tools through existing pipeline facilities using crude oil. For the first isolation, the tools traveled 0.5 kilometers to the set location; for the second isolation, they traveled 11.9 kilometers — the fuel batch taken between two isolation repairs to continue plant production.

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Talented Writers

Tool Launching at YCOT

Pipe Replacements Completed Ahead of Schedule

The SmartPlug technology, which been implemented first time in Saudi Arabia western region allowing the oil transfer to the utility plant during much of the operation. Downtime occurred only during the cutting and welding of the replacement pipeline spool. Although the sections that were being replaced were drained and decommissioned, there was no need to recommission the pipe itself, which remained oil-filled. On-site inspection and maintenance of the SmartPlug tools, completed within 24 hours after the first isolation, contributed to the pipe section replacements of T4 & T9 being completed one week ahead of schedule.

• Tracking, positioning, and monitoring the SmartPlug tools using the TDW SmartTrack pig tracking system. The SmartTrack system allows for exact tool positioning is capable of through-wall communication in any pipeline medium, and can operate in pipelines up to 50 millimeters.

• Maintaining safe and effective isolation against pipeline pressure of 1 bar (14.5 Pounds per Square Inch) for five days during the first pipe replacement and against pipeline pressure of 1-11 bar (14.5 – 161 Pounds per Square Inch) for four days during the second.

• Unsetting the SmartPlug tools and pigging them to the receiver for retrieval.


Talented Writers

Enhancing power plant life through SWAS

“Keeping our Plant Online and Powerful”

Protecting valuable assets and preventing costly unplanned outages is every organization's goal. The days of grab sample analysis are over. The key to plant safety in today’s environment is an on-line analysis of steam and water with the help of Steam Water Analyzer System (SWAS) at different points in the power plant steam and water cycle

SWAS - Steam Water Analyzer SystemSWAS provides accurate, on-line process measurements such as conductivity, cation conductivity, pH, oxygen, silica, sodium, phosphate, and hydrazine, which play a critical role in achieving this goal as well as meeting regulatory compliance.

Why is real-time monitoring of SWAS parameter essential?• Dissolved oxygen (DO):

Monitoring of DO level helps to keep the corrosion in check as DO analysis helps to monitor the efficiency of the deaerator.DO in the feed water can cause pitting in the boiler, reducing its operating life.

• pH: Analysis of pH helps to detect changes that impact potential

Saad Abdulghani Al-JuhaniElectrical and I&C Maintenance SuperintendentPower Generation – Yanbu 1

In a typical power plant, water and steam are in constant contact with metal surfaces, and corrosion is ever-present, corrosion is the enemy that threatens every metal surface in a power plant, Waterside and Steam side corrosion poses a constant threat to efficient and reliable plant operation. Corrosion and deposition result in reduced plant efficiency and they are significant reasons for equipment failure.

Ways to fight with corrosion

Keeping water chemistry in balance is the way to keep corrosion in check, thus ensuring the integrity of the process throughout the plant; some of the essential elements in minimizing corrosion are:

• Our best defense is a good offense, Real-time careful close monitoring of steam and water parameter via smart instruments & sensors, we called it - SWAS- Steam Water Analyzer System, Good plant water chemistry requires maintaining the highest possible condensate and steam purity

• Comprehensive water treatment and chemical control, along with standard operating practices followed by process have drastically reduced the effects of corrosion on plant reliability.

• Always use good quality demineralized water to replace cycle losses.

• Robust preventative and predictive maintenance action performed by our dedicated analyzer team is helping to minimize expensive downtime.

How SWAS support to achieve the goal

• Real-time information from SWAS helps to detect process and equipment problems before they occur/or can cause damage.

• Real-time trend and bar graph display help operation to monitor health of our plant assets.

• Online monitoring and diagnostics of SWAS detect and avoid the cause of equipment problems and failures.

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Talented Writers

Power Transmission Operation

The strength of a chain is measured by the strength of it’s weakest link. Providing a reliable service will depend on cascading stages in Marafiq. For electricity sector in Yanbu, the electricity will be generated in Power Generation Department which depend on two types of methods. First method is Steam Generator Turbine which produce electricity at low cost and Gas Generator Turbine which have fast ramp rate that can correspond with the fast change in demand. Then the generated electricity will be transmitted to Transmission Network which is supervised by Power Transmission Operation (PTO) then to major industrial customers or distribution area for residential load.

Ziyad Hamed Al-HarbiPDP EngineerPower Transmission

The operation procedure in PTO depend on sustainable and reliable service which reflect in customer feeders, all customers are provided with two redundant feeders which provide continuity of service in case of one feeder tripping. Also, keeping enough spinning reserve available in case of tripping generator unit in order to prevent voltage dip and frequency collapse. Moreover, Contingency and Stability Analysis are conducted in case of any major equipment shutdown to ensure the remaining equipment can withstand the peak and emergency situation.

Another role of PTO is forecasting the short-term load on hourly basis. The process input depends on historical data and forecasted weather data. Also, a further communication is done with major customers for any future load drop for better accuracy. The resulted output is used in future operation and in Contingency Analysis.


Highlights

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