King Salman inaugurates projects in Jubail ... - MARAFIQ

Section Title

Issue 37 | May 2017 | marafiq.com.sa

King Salman inaugurates projects in Jubail Industrial Citykick starting the second wave of the SAR 2 trillion investment

Full Story on Page 5

H.E. Khalid Al-Falih (Minister of Energy, Industry andMineral Resources) and H.H. Prince Saud Thunayyan(Chairman of Marafiq) visit Jubail Page 18

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Marafiq World | Issue # 37 | May 2017 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..................................4

King Salman Inaugurates Projects In Jubail Industrial City.........5 Safety...........................................................................6

MaSa...........................................................................8

Customer Relations.......................................................13

Corporate Communications............................................15

Health and Wellness......................................................16

Get to know.................................................................17

Highlights....................................................................18

Our Talented Writers......................................................34

4 Message from the CEO

Dedication and Ownership Driving Marafiq’s Project Execution

As Marafiq plans its strategic direction for meeting projected demands in the future, its focus on Project Management Execution has increased. Since 2014, Marafiq has invested strongly in the capabilities to execute multiple projects sizes – Marafiq aims to be the Best-In Class for project execution, through enhancing its quality, value and services for each project.

Our Project Management Execution Division has identified key gaps to develop a robust project execution strategy, which focuses on the following main areas; these include the Project Stage Gate System, which provides a clear system to ensure the right quality of deliverables, front end focus, encourage cross-departmental collaboration, stakeholders involvement, and strong governance. Marafiq has also developed its Project Execution Procedures to address and support all stages deliverables along with tools and templates, the Project Organization Structure has also been revised to meet best practice organizational structure and ensure that small & medium sized projects can be effectively executed in parallel with major sized projects. Furthermore, as Marafiq’s employees are its most valued asset it has up-skilled its project teams skills set through Skills Development Program which includes intensive projects management courses and on-the-job support.

Marafiq will continue its successful path towards developing and executing its new major expansion projects through its new gating system to assure and enhance quality of project deliverables. Marafiq has a bright future ahead and with its total commitment from each employee, it is confident that it will reach its project goals.

Abdullah K. Al-BuainainPresident and CEO

Marafiq World | Issue # 37 | May 2017 5

King Salman inaugurates projects in Jubail Industrial City

kick starting the second wave of the SAR 2 Trillion investment

H.H. Prince Saud Bin Abdullah Bin Thunayan Al-Saud, President of the Royal Commission for Jubail and Yanbu and Marafiq Chairman, said that King Salman’s historic visit to the Royal Commission reinforces the far-sighted vision of our wise leadership, and embodies the continuous follow up and support for its projects. The visit marked launch of major Saudi private sector projects in partnership with big global companies. He added that our Saudi companies has become on equal footing with the major global companies, and we take pride in our private sector and its substantial role in industry. Now, we have first class global companies, and the synergies between our two industrial giants, Saudi Aramco and SABIC, along with other agencies in the Kingdom made Jubail, Yanbu and Ras al-Khair targets for mega investments.

His Highness Prince Saud also stated that the launch of these projects by the Custodian of the Two Holy Mosques, King Salman Bin Abdulaziz, is the second wave of the 2 trillion Saudi Arabian Riyal investment. We spare no efforts to make the best use of our oil resources, and we will

celebrate the third and fourth trillion investment in time. He also said “today, we move from reliance on relative to competitive privileges supported by solid capabilities and research centers. Our Saudi Arabian companies currently own advanced technology, and they invest both inside and outside the Kingdom. We started the first phase of reliance on basic industries.”

His Highness Prince Saud said, “now we will make the best use of our resources and achieve added value by focusing on downstream industries in order to maximize returns for the Saudi Arabian economy. In spite of the challenges and tough economic cycles in the world, the volume of our investments is increasing significantly and the number of projects launched by the Custodian of the Two Holy Mosques is unprecedented at both the Royal Commission and the regional levels.

All these projects will have great returns for the citizens as they create new jobs. We fully support the Kingdom’s vision 2030 and the National Transformation Program 2020, where the Royal Commission will

be a very important implementation arm. We will realize the vision in the field of industry throughout the Kingdom, capitalizing on the primary materials made available by the various industries.”

In regards to the projects, that the Custodian of the Two Holy Mosques has launched, Prince Saud stated that “these diverse and significant projects are different from the previous ones. We will rely on certain industries in the petrochemicals sector, and there will be an Economic Center which represents a landmark in the Eastern Province of Saudi Arabia. We also have mega projects covering areas from Ras Al-Khair, Khursaniyah, Jubail, and Ras Tanura to the southern borders. The Economic Center will support our move from reliance on relative to competitive privileges through its administrative, recreational and educational services, the research centers, and the global companies, which will establish their offices in the center. SABIC and Saudi Aramco already have their main offices at the center, all these projects will make a major industrial leap and will serve as enablers for realizing the Kingdom’s vision.

Marafiq World | Issue # 37 | May 2017 7 Safety

8 MaSa

Message from the Executive General Manager

Abdullah Al-Amri Executive General Manager

Over the past five years, MaSa has been making solid progress towards modernizing the company to support the government’s Vision 2030 plan and continue to guarantee its ability to provide our customers with quality services. In 2017, we will continue our work on the modernizing program with a key focus on three main elements; namely, safety, maintenance and CPO.

The safety and wellbeing of our employees is at the heart of everything we do, and it is our shared responsibility to follow the safety rules at all times to ensure our safety, and the safety of those around us (colleagues, contractors and public). Another key objective for 2017 will be to review our maintenance practices to ensure the reliability of our assets. We will also review our assets strategies and apply international reliability practices such as Reliability Centered Maintenance (RCM) and Risk Based Inspection (RBI) to ensure our ability to provide a world-class service to our customers.

2016, has seen an acceleration in the CPO role within the modernization program with the roll-out of the CPO Project and the utilizing of some of it elements; such as, the GIS and Heavy Equipment Scheduling. In 2017, we will continue with this ambitious project by positioning CPO at the center stage of transforming the company into a modern, transparent and competitive organization that is highly valued by its customers and clients.

Lastly, I would like to congratulate my team in their efforts in building and launching our new MaSa website (masa-om.com.sa), this platform will enable us to share our achievements and success stories with the world.

Marafiq World | Issue # 37 | May 2017 9 MaSa

What is GIS:

It is a computer system capable of collecting, storing, and displaying all forms of data on a one map. The system can include location data about underground assets and infrastructure, the location of canals and streams, information about the sites of factories, hospitals and schools, or storm drains, roads, and electric power lines.

In November 2016, MaSa has completed the data capturing of its Potable and Reclaimed Water networks and Sea Water Cooling assets into GIS, to allow the business units to use GIS in their daily activities. Different maps and ‘As-Built-Drawings’ have been aligned and fit together on one multilayered map and uploaded into the GIS system.

The captured information includes

• Potable Water Network in Jubail including all equipment such as pipes specifications, pump stations, chambers, valves and fittings, fire hydrants and data loggers

• Potable Water major pipe breaks since 2012

• Potable Water Critical Pipe Analysis for 2021

• Potable Water Pipe Renewal Analysis map

• Reclaimed Water Network (Sanitary and Industrial) including all equipment such as pipes specifications, pump stat ions, l i f t stat ions, manholes, valves and chambers

• Reclaimed Water Customer complains in 2016, such as locations and details of odor complaints

• Reclaimed Water major pipe breaks in 2016

• Reclaimed Water Pipe Replacement CAPEX Plan Map

• Sea Water Cooling Canals and Pipe Network in Jubail 1 (on going)

Using GIS in MaSa brings many benefits to our business, such as:

• Provide accurate location and clear information of our assets and other infrastructure, such as pipe diameters, pipes material, depth and age

• Provide the drawings for Encroachment Permits

• Better decision making. Examples, making better decisions about the exact location of leaks and excavation areas

• Increase efficiency of the workforce and reduce repair cost by carrying out the work using the optimum tools and manpower and reduce mobilisation and execution time

• Improved communication between different teams (CPO, field teams, managers, etc.) as the GIS visual format is easily understood by all and easily shared

• The GIS maps has been linked with SAP and can be displayed on any computer screen, mobile phone or tablet. They can be shared and emailed easily or printed if required

• Improved recordkeeping, such as the details of underground assets, changes to the network or details of complaints

Geographic Information System (GIS)

What is GIS:

It is a computer system capable of collecting, storing, and displaying all forms of data on a one map. The system can include location data about underground assets and infrastructure, the location of canals and streams, information about the sites of factories, hospitals and schools, or storm drains, roads, and electric power lines.

In November 2016, MaSa has completed the data capturing of its Potable and Reclaimed Water networks and Sea Water Cooling assets into GIS, to allow the business units to use GIS in their daily activities. Different maps and ‘As-Built-Drawings’ have been aligned and fit together on one multilayered map and uploaded into the GIS system.

The captured information includes

• Potable Water Network in Jubail including all equipment such as pipes specifications, pump stations, chambers, valves and fittings, fire hydrants and data loggers

• Potable Water major pipe breaks since 2012

• Potable Water Critical Pipe Analysis for 2021

• Potable Water Pipe Renewal Analysis map

• Reclaimed Water Network (Sanitary and Industrial) including all equipment such as pipes specifications, pump stat ions, l i f t stat ions, manholes, valves and chambers

• Reclaimed Water Customer complains in 2016, such as locations and details of odor complaints

• Reclaimed Water major pipe breaks in 2016

• Reclaimed Water Pipe Replacement CAPEX Plan Map

• Sea Water Cooling Canals and Pipe Network in Jubail 1 (on going)

Using GIS in MaSa brings many benefits to our business, such as:

• Provide accurate location and clear information of our assets and other infrastructure, such as pipe diameters, pipes material, depth and age

• Provide the drawings for Encroachment Permits

• Better decision making. Examples, making better decisions about the exact location of leaks and excavation areas

• Increase efficiency of the workforce and reduce repair cost by carrying out the work using the optimum tools and manpower and reduce mobilisation and execution time

• Improved communication between different teams (CPO, field teams, managers, etc.) as the GIS visual format is easily understood by all and easily shared

• The GIS maps has been linked with SAP and can be displayed on any computer screen, mobile phone or tablet. They can be shared and emailed easily or printed if required

• Improved recordkeeping, such as the details of underground assets, changes to the network or details of complaints

10 MaSa

CPO Back Office GIS team leads the GIS project. The team is managed by Ebenezer Garcia, and led by Faiz Roomi, Qoraish Ahmed and Ahmad Owais.

The team introduced the GIS project to the stakeholders during an introduction event in October 2016, and introduced it to the business units in individual sessions during November 2016.

They are currently running hands-on training courses for key users from the business units and facilities which will enable them to start utilizing the GIS system fully after completing the training.

They are also working on completing the data model for hydraulic modeling, reporting and GIS-SAP interface, in addition to completing the data capturing of SWC assets in Jubail 1, 2 and Reclaimed Water.

Marafiq World | Issue # 37 | May 2017 11 MaSa

Marafiq Water Academy

The Marafiq Water Academy (MWA) is a relatively new department that was established to enhance the employees’ knowledge and competences. It is a unique training center specialized in providing courses for the water industry which are currently not provided by any of the training institutes in Jubail or Yanbu.

MWA occupies part of the Northwest Pump Station workshop, and its team has been busy in the last few months with refurbishing and equipping the building to create the required training facilities. MaSa’s Board of Directors officially inaugurated the Water Academy on 20 December 2016.

MWA provides tailored hands-on training and theoretical classroom courses covering different competencies. The courses focus on operations and maintenance technical skills, safety, management and leadership, automation and Information Technology, as well as English language programs.

Portable water network hands-on training rig showing different type of pipes, valves, tanks and control equipment.

Different types valves (some have been cut out to show the inner parts) used for training. Reverse Osmosis (RO) and micron filters, also used for training, can be seem in the background.

12 MaSa

Potable Water Pumping Stations Optimization

The aim of this project was to optimize the operation of Jubail Potable Water East, North West, Deffi, Fanateer, and Jalmudah Pump Stations through automation and the use of SCADA to monitor and control the stations’ activities and performance.

These objectives were achieved by: • Using SCADA to monitor and control the pumping

stations remotely from CPO rather than locally• Optimizing the existing manpower utilization

and duties The project was initiated in May 2016, and the following methodology has been implemented

through close coordination between the Business Units and CPO to achieve the objectives:• Assessment of the existing situation to evaluate the

pump stations operation practices • Proposing alternative operation practice in-line with

the new objective• Risk assessment of the proposed practice and

identifying its mandatory requirements• Implementation plan including agreed milestone• Reviewing the operation practice after implantation

and adjusting it if required

Project Methodology and Milestones

The pump station operation and performance are now managed and controlled from the CPO through SCADA with support from the field operators and roving crew when needed. The use of the SCADA has improved the operational reliability, and utilized an existing system, which was installed a few years ago. Simultaneously, the optimization of the manpower has resulted in removing eight operational posts who were moved to other vacant positions and eliminated the need to recruit new external staff.

Close cooperation between the different stakeholders (Potable Water, CPO Front office, CPO SCADA and CPO Project teams) has been a key factor in delivering the project successfully. The delivery of this project has made the most of Marafiq SCADA assets, optimized the manpower allocation in-line with SARAWAT project objectives, and valued creation for shareholders. It has also improved the operational reliability and quality by providing improved monitoring and control. This project is aligned with MaSa’s strategy, which underlines the CPO benefit as a solution provider to all business units.

PW Pump Stations Change Management meeting

Newly appointed PW Pump Stations Coordinator in CPO

Marafiq World | Issue # 37 | May 2017 13 Customer Relations

Below is a typical Meter to Cash process:

Written by:Arnulfo Gatapia ValenciaSupervisor, BillingCustomer Relations - Jubail Department

Utilities operate in one of the most complex, challenging business environments. Operational issues such as outdated technology, inefficient and manual processes, cash constraints, and price and cost pressures increasingly are plaguing utilities. Customers are growing more demanding. While some utilities struggle with countless challenges and cringe at the thought of emerging issues,

Marafiq-Customer Relations have thought of an initiative in optimizing the Meter-to-Cash (M2C) process. The initiatives we are talking about include:

• Reducing the meter reading date to invoicing date timeframe to 1-5 days

• Introduction of quality checkpoints

As of 31 December 2016, the Customer Relations Department in Jubail had approximately 28,000 billable meters. For meter reading purpose, these billable meters are scheduled throughout the billing month (1st day to last day of each month) depending on the available manpower per day. Currently, the average number of meters scheduled

for reading per day is 1,000 meters. Non-industrial meters are usually scheduled to be read from the 1st day to 27th day of each month while industries are scheduled each last day of each month. After then, invoicing for all meters will only take place. Hence, having a Meter Reading Date to Invoicing Date timeframe of 2 to 29 days.

Reducing the Meter Reading Date to Invoicing Date timeframe

With the new initiative, which started in January 2017, the Customer Relations Department in Jubail managed to reduce the mentioned timeframe to 2 to 7 days by executing invoicing run every 7 days.

14 Customer Relations

These are the benefits of these initiatives: • Detect leak issues more quickly• Reduced complaints• Reduced Invoice Adjustments• Increase in customer satisfaction• Timely invoicing• Cash Flow• Revenue collection timeframe decreased• Preparation for e-services

Lined up changes and implementation to fully optimize the M2C process:• Collective Billing – which will help us meet the 1 to

3 days Meter Reading Date to Invoicing Date timeframe

• SMS messages for outages• SMS messages for payment advise and reminders • Smart metering and remote meter reading

Improvement is a continuing process; therefore, the Customer Relations Department will continue striving to think out-of-the-box to have a robust and future-proof business processes.

Introduction of Quality Check pointsIn parallel with reducing the Meter Reading Date to Invoicing Date timeframe, the Customer Relations Department in Jubail had started enhancing controls in Meter Reading and Billing as shown below.

Marafiq World | Issue # 37 | May 2017 15 Corporate Communications

Corporate Communications Manager

During our annual 2017 Management Leadership Conference, the keynote speaker Dr Tommy Weir delved into an interesting concept that I would like to share in this article, as I find it extremely relevant in how communication can influence and ultimately drive organizational performance into the future.

Dr Tommy Weir elaborated on a communication technique coined by Marshall Goldsmith, this technique is known as ‘FeedForward’. Accordingly, the characteristics of feedback in its essence focusses on giving ones opinion, judgment, assessment or evaluation; and is not necessarily delivering these with the intention of enabling the person receiving the feedback to move ahead or improve performance. Hence, feedback constructs discourse around historical aspects and generally creates an environment to point out all the things that went wrong, which then leads to defensive disputes between the parties about a specific topic. Feedback can therefore be very limited and focused towards c r i t i c i sm , a s oppo sed t o e xpan s i v e and dynamic dialogue.

On the other side of the coin, ‘FeedForward’ consists of providing future-oriented options or solutions. FeedForward address precise solution-oriented actions rather than general concepts. In order to deliver effective FeedForward requests or suggestions, one needs to focus on proposing very practical behaviors, specific actions or words rather than general ideas, principles and concepts [1]. FeedForward provides observations and assessments coupled with a

conversation for possible actions for improving future performance and/or to move ahead in achieving the person’s objectives. FeedForward describes giving information to forward someone to the next level. FeedForward is intended to help design a way forward [2].

Furthermore, when a FeedForward habit has been developed on a larger scale, in teams and organizations, the process gradually becomes a shared or cultural process, in the true sense of the word. It becomes a collective behavioral habit that individuals recognize a being an integral part of their collective identity. New members are easily trained into it when older system members model it, and the constructive benefits of the process become collective. This culturally engrained behavioral trait helps really implant into organizational cultures the true meaning o f b e i ng s o l u t i o n - f o cu sed , c on s t r u c t i v e , action-oriented, future-oriented, proactive and responsible. The organizational system can then claim that it has developed a true manager-coach type of culture [1].

Source: [1] http://www.metasysteme-coaching.eu/english/to-feed-back-or-to- feed-forward

[2] http://www.bizstudyportal.com/content/b/i/z/S/t/u/D/y/MISC/BCOM/2 /23MISC2012BCOM0925181905.pdf

Saeed K. Al Abdullah

16 Health and Wellness

Medical awareness campaign

in collaboration with Bupa Arabia As part of the ongoing collaboration with Bupa Arabia for Cooperative Insurance, Marafiq’s clinic in Yanbu organized a medical awareness campaign for the employees during regular working hours. Employees were received at the Business Center, where they were offered a number of free medical examinations and analysis to check their health condition. Several employees participated in the campaign, and commended the idea of collaboration with Bupa Company, which they found of great benefit to them. They also requested that similar campaigns be held in collaboration with other medical or non-medical agencies.

Food waste or food lost is food that is discarded or lost uneaten. The causes of food waste or loss are numerous, and occur at the stages of production, processing, retailing and consumption. Food waste is any removal of food from the food supply chain which is or was sooner or later fit for human utilization, or which has spoiled or expired, mainly caused by economic behavior, poor stock management or neglect. This is not just the misuse of food; it is the wastage of water, oil, electricity, time, etc.

Production of food waste can occur at most stages of the food industry. Research into the food industry of the United States of America, whose food supply is the most diverse and abundant of any nation on the planet, found food waste occurring towards the start of food production. From planting, crops can be subjected to pest infestations and serious climate, which cause misfortunes before harvest. The use of machinery in harvesting can cause waste, as harvesters may be unable to recognize between ripe and immature crops, or collect only part of a crop.

Food Processing would be storage, considerable quantitative misfortunes can be credited to pests and smaller scale life forms. This is a specific issue for countries that experience a combination of heat and surrounding stickiness, as such conditions encourage the reproduction of insect pests and microorganisms. Some of the food waste produced by processing can be hard to diminish without influencing the nature of the completed item.

Retail stores can throw away large quantities of food. Food that passed the best before, and offer by date, and even some food that passed the utilization by date is still edible at the time of disposal; however, stores have widely varying policies to handle the excess food. A few stores put effort into preventing access to poor or homeless people, while others work with charitable organizations to distribute food. Packaging protects food from damage during its transportation from farms and factories through warehouses to retailing, as well as preserving its freshness upon arrival.

There is an exact proof that demonstrates that drivers of consumer waste food, even in a low-middle income context and they include, stocking an excessive amount of food, over-planning or not cooking it properly, leaving food on dishes after meals or not willing to consume leftovers and decaying of prepared food after long or inappropriate storage.

Food waste

Name: Naif Al QahtaniDepartment: Seawater Cooling Operations in Jubail (Senior Gate Operator)

When did you start working at Marafiq? I started working at Marafiq on 19 July 2016, as a pump operator in Seawater Cooling Jubail II. In January 2017, I was transferred and became a senior gate operator in Seawater Cooling Jubail I.

Why did you decide to join Marafiq? I decided to join Marafiq because it is one of the leading companies in the kingdom. It is a good stepping-stone for my future. I know that I can gain a lot of experience from Marafiq and this experience can lead me to my goals and dreams in life.

Briefly, explain what value you add to Marafiq?My hard work and perseverance in any task given to me adds value to the company. I put my heart and soul in doing every job because my work is my bread and butter.

What are some of the valuable lessons that you have learnt in Marafiq? As what we have put in every employees’ uniform, “SAFETY FIRST”. The value of safety in everything we do is one of the most valuable lessons I have learn from Marafiq; which, I am always practicing in or outside my workplace.

What motivates you? Good leaders and my goals in life motivates me to do better every day in my work.

What do you do with your spare time, interests or hobbies?I usually travel to places and learn something from that place, as well as watching TV at home.

Where do you see yourself in the next 5 years? I see myself as a successful engineer in Marafiq. Now I am planning to continue my study’s in the field of Mechanical Engineering so that I can fulfill my goal for a better future.

Who is your role model? My father is my role model. He is smart and sets a good example to me, a good friend to everyone and a honest person.

What is your favorite quote? “The key to success is hard work and determination”

Marafiq World | Issue # 37 | May 2017 17 Get to know

18 Highlights

On the occasion of H.E. Khalid Al-Falih (Minister of Energy, Industry and Mineral Resources) and H.H. Prince Saud Thunayyan (Chairman of Marafiq) visit to Royal Commission Jubail on 5 April 2017. Abdullah Al-Amri (MaSa EGM), on behalf of Marafiq CEO, delivered a presentation on the success story of Marafiq entering into a Joint-Venture with Saur forming MaSa as the Operation and Maintenance service provider and the benefit that this partnership has provided to all stakeholders.

H.E. Khalid Al-Falih (Minister of Energy, Industry andMineral Resources) and H.H. Prince Saud Thunayyan(Chairman of Marafiq) visit Jubail

Marafiq World | Issue # 37 | May 2017 19 Highlights

Town Hall Meeting with the CEO on 22 February 2017 in Jubail.

Town Hall Meeting in Jubail

20 Highlights

On 22-23 February 2017, the annual Marafiq Leadership Conference was held at a desert camp in Jubail. “The Influential Communicator” is this year’s theme presented by the renowned Speaker Dr. Tommy Weir.

Marafiq Leadership Conference in Jubail

21 Highlights

Home Ownership Programin Jubail

Some of the recipients of Marafiq Jubail Home Ownership Program (HOP) received their new houses on February 13, 2017 at Jalmudah District in Jubail Industrial City.


The Head of the Economic Department of France Embassy in Riyadh visits Jubail

Firefighting demonstration and drill in Jubail

The Head of the Economic Department of France Embassy in Riyadh, Mr. Alain Chouan, and his team were welcomed at Marafiq’s Head Office by Abdullah Al-Buainain (Marafiq President and CEO), Khalid Al-Sebaie (VP O&M Jubail) and Saeed Al-Abdullah (Corporate Communications Manager) on 9 April 2017 in Jubail.

On the occasion of H.E. Khalid Al-Falih (Minister of Energy, Industry and Mineral Resources) and H.H. Prince Saud Thunayyan (Chairman of Marafiq) visit to Royal Commission

Jubail on 5 April 2017. Abdullah Al-Amri (MaSa EGM), on behalf of Marafiq CEO, delivered a presentation on the success story of Marafiq entering into a Joint-Venture with Saur

forming MaSa as the Operation and Maintenance service provider and the benefit that this partnership has provided to all stakeholders.

23 Highlights

MaSa Annual Employees Gathering in JubailIn his inspirational speech at the MaSa Annual Employees Gathering held at Marafiq Beach Camp in Jubail on 11 January 2017, Abdullah Al-Buainain (Marafiq CEO and MaSa Chairman of the Board) encourages everyone to make Safety as their highest priority. Abdullah Al-Amri (MaSa Executive General Manager) acknowledged and praised the employees for their good work and efforts towards safety.


Director General of Saudi Industrial Development Fund visit Marafiq in JubailOn 24 January 2017, the Director Genera l o f Saud i Indus t r ia l Development Fund (SIDF-Riyadh) with his Credit Consultants toured the Marafiq RO Facility at Sadara

Complex in Jubail Industrial II. D u r i n g t h e v i s i t , h e w a s accompanied by Yousif Al-Khlaiwy (VP Corporate Services), Peter McElhinney (VP Finance), Abdullah

Bu-ali (Financial Advisor), Fahad Al-Shammari (GM(A) EHS&S, Sadara and SWRO4 Projects) and Mohammed Khaja (Manager, New Ventures, O&M Jubail).

MaSa celebrates 5 years of success and launches

its new website in Jubail MaSa celebrates 5 years of success and launches

its new website. On 11 April 2017, the MaSa

leaders gathered at the Jubail beach camp to

celebrate 5 years of continued success, as

wel l as launching the new MaSa website

(www.masa-om.com.sa) to their fami l ies

and friends.

MaSa employees on 5 years of

continued success!

MaSa employees on 5 years of

continued success!

25 Highlights


Town Hall Meeting in YanbuTown Hall Meeting with the CEO on 26 February 2017 in Yanbu.

27 Highlights

H.H. Prince Saud Bin Abdullah Bin Thunayan Al-Saud, President of the Royal Commission for Jubail and Yanbu, opened a number of residential projects in Yanbu Industrial City. The projects comprise of more than 6,800 residential units assigned to the employees of the Royal Commission, Saudi Aramco, Marafiq, SABIC and some private sector companies.

Marafiq CEO, Engineer Abdullah Al-Buainain expressed his pleasure for handing over of the first phase of the

Home Ownership Program to Marafiq employees in Yanbu. This included around 300 residential units with all related services and infrastructure, including the sanitary drainage, and potable water pipelines as well as the storm water drainage and sanitary drainage network, streets lighting and communication networks over an area of 310,170.06 square meters. The units have been built with several designs and areas ranging from 380 to 570 square meters.

H.H. President of the Royal Commission opens residential projects, including Marafiq’s projectin Yanbu


Marafiq CEO honors the employees who completed five and ten years in Jubail and Yanbu

Marafiq held a ceremony to honor a group of employees who completed ten years of service with the company, in consideration of their efforts and long years of service. The company CEO, Engineer Abdullah Al-Buainain, explained that this ceremony comes in recognition of the distinguished efforts and services of a big number of Marafiq employees who completed ten years of service with the company. He added that from the early days of its

establishment, Marafiq pays special care for its employees and provides them with all privileges that reflect our great appreciation for them. The recognized employees expressed their pleasure with this step, which indicates the company’s care for its employees, and encourages them to make more contributions and deliver a distinguished level of performance for the company.

29 Highlights

Marafiq and MaSa joint team, headed by Engineer Yasser Abu Ayid, and the team of the Ministry of Water Branch in Yanbu, headed by Engineer Marwan Al-Sayed, held their first meeting to look into means to develop and enhance cooperation between Marafiq and the Ministry of Water Branch in Yanbu. Engineer

Yasser Abu Ayid explained that the team’s mission is to achieve one of the Widely Important Goals of the company, which is to “Increase water sales in Yanbu by exporting the excess quantities to the Ministry of Water Branch in Yanbu and Al-Madina Al-Munawarah area in general.

Meeting with the Ministry of Water Branch in

Yanbu to improve cooperation


H.H. Prince Saud Bin Abdullah Bin Thunayan Al-Saud, President of the Royal Commission for Jubail and Yanbu, opened the Eleventh Flowers and Gardens Festival organized by the Royal Commission in Yanbu. The event, which was held at the Occasions Garden in Yanbu Industrial City, was attended by the Executive President of the Royal Commission in Yanbu, Dr. Alaa Bin Abdullah Nassif, and a number of officials from the government sectors, industrial companies, the private sector and the Festival sponsors. Furthermore, H.H., Prince Saud also saw “the Vision Carpet”, which is considered the largest flower carpet in the world as per Guinness World Records. It was made by Saudi labor, and decorated with natural flowers to portray the Saudi Arabian Vision 2030.

President of the Royal Commission opens the Flowers and Gardens Festival in Yanbu

31 Highlights

Marafiq took part in the activities of the Saudi Water and Environment Forum 2017, which was held in Riyadh during the period 12-14 February 2017. H.E. the Minister of Water, Environment and Agriculture, Engineer Abdulrahman Bin Abdulmohsen Al-Fadhli accompanied by the Singaporean Minister of Water,

visited Marafiq’s exhibition booth. He expressed his thanks and appreciation for the company’s great services to the two industrial cities of Jubail and Yanbu, and its substantial support for the industrial sector in these two important cities.

Marafiq gold sponsor at the Saudi Water and Environment Forum


Under the patronage of His Royal Highness Crown Prince Mohammed bin Nayef, Minister of Interior, the 5th Gulf Prisoners Week was held in Al-Khobar. Marafiq participated as a diamond sponsor as part of the company’s social responsibility program to act for the benefit of the society. On behalf of the Marafiq President and CEO, a plaque of appreciation was handed over to Saeed Al-Abdul lah, Corporate Communications Manager, from the Mayor of Al-Khobar, Solaiman Al-Thunnayyan during the start of the event on 25th December 2016.

Marafiq Diamond sponsor at the 5th Gulf Prisoners

Week

33 Highlights

Asset Strategy, Planning & Standards (ASP&S) team and the Third Party Projects Team visited Ras Al-Khair Industrial City (RIC) on 15 February 2017, to get the latest updates on the status of RIC Projects execution. The site visit included many utility services and its

infrastructures such as Seawater Cooling (SWC), Potable Water (PW), Sanitary Wastewater (SWW), Industrial Wastewater (IWW) and Water Storage Tanks & Pumping Station Facilities.

Asset Strategy, Planning & Standards Team visit Ras Al-Khair Industrial City

Marafiq World | Issue # 37 | May 2017 34 Our Talented Writers

On the early morning of 24 November 2012, I hurried off to Ninoy Aquino International Airport several hours ahead of my scheduled flight to the foreign country of Saudi Arabia. My excitement were bridled with uneasiness and fear: what if this is not for me? What if everything goes wrong? What if …? All were apprehensive questions. So much of the niceties and comfort from years of living with my family, I was then invited to work and settle in place very unlike my own. Yet I embraced the challenge. Moreover, it changed my life.

Fast forward to today. It has already been over four years and I did not even see it coming. I never really have given it much thought and yet as I began to write this article, I could not help but feel overwhelmed in the immensity of my experiences both personal and professional. At all odds, I had gained far better things than lost. However, these learnings does not come cheap.

An unparalleled job

I am a stranger to the utility business. Having served a spanning career in the speaking-engagement industries (BPO and the academe), I felt I was misplaced in a very unfamiliar corporate terrain. I was a novice to some office terminologies – desalination, DCS, power grid, forced outage, among others. All these challenges curbed when my boss and colleagues shared their support to my needed adjustment. They gave me time to adapt, allotted some margins for my errors, and offered their meaningful advice, which was crucial to my success – an encouragement to become my own self’s best version. I repaid it back through my undivided attention, letting my manager know I am interested by starting the process to understand my industry.

Marafiq is an equal opportunity player for its employees. I began to appreciate the company’s right way of managing their foreign workers. The result? I adjusted fast, and easily got along with everyone. I guess it may be part personal, but more often than not, your work attitude depends a great deal from everyone around you.

Indeed, the only way to change fundamentally how people think about employment abroad is by having them work overseas and experience it themselves. We all have our own mental map of the world— a set of rooted assumptions about what people

are like and how the world works. Therefore, when we start working in a foreign land, we have to do our share by bending our personal prejudices and our full acceptance that the world abroad is going to be different from the one we imagined. Working in Marafiq expanded my boundaries and gave me a new sense of purpose.

The question then, is it worth it? By all means, a huge yes. Today, I began to look into the utility industry quite differently. Most importantly, I became a proud member of an organization that sustains growth to the major industrial players of Saudi Arabia. This generation of new knowledge to Marafiq’ business practices is a great addition to my portfolio for my future goals.

An unforgettable cultural journey

The first thing I changed when I set foot on Saudi Arabia was my cultural illiteracy to the country’s customs and practices. Although, I am confident with my capabilities, I realized it would be put to waste if I will fail to navigate my own business environment and its culture and my willingness to immerse myself into it. So what did I do? I used a valuable tool I learned from experience to assess cultural sensitivity: observation. Through this, I was able to build cross-cultural skills that are crucial for my communication, sociability and cultural flexibility.

Communication – I noticed that most of expats prefer to communicate with the people from their own country. Yet, people who end up being successful in their jobs are those that do not give up easily after early attempts. They are not afraid that their communication may either fail or embarrass them. Therefore, I started going out of my way by initiating small talks. Surprisingly, I made many friends after that. By being enthusiastic during conversations, it helped me express my views to anyone in my team regardless of their national background.

Cultural flexibility – we are born with own cultural biases. We stick to our food preference, follow our regular habits, even our own mode of fashion. Since it is our human nature to gravitate towards the familiar, learning the Saudi culture hit me hardest when I arrived here. As time passes by, I started shifting my perspectives. I willingly experimented with the different customs of the people around me – be it local or other nationalities. It literally broadened my understanding about the world. My pluralistic thinking helped me appreciate that different cultural norms have value and meaning to those who practice them. It is this principle which I take delight in how Marafiq manage their human resources – by respecting our diverse viewpoints. It allowed us to live and let live.

The things I learned

My expatriation story has both the good and the challenging episodes. One of my most difficult task was my adjustment to new working, living and environmental conditions. Yet, this were achievable. My success in winning the entire process stems from my personal dispositions – inner strength, skills, and a limitless supply of positive attitude.

I did not have regrets. There is an unseen purpose and reason why I am here, and all I have to do is open these doors to possibilities wherever it may lead me. My life in Saudi Arabia has so far offered me tremendous opportunities for learning, cultural experience and unique adventures. I have learned more on the road than I did in four years of college. I also gained a much deeper understanding of the place and its people. From a neuroscience point of view (I took up Psychology in college), this may fire up new synapses in my brain by learning another way of life in the other side of the world. I adopted a neural pattern of always thriving on the positive. When I am at my lowest (and away from the support of my loved ones), I just accept things as they are to avoid the dangers of emotional extremes. I did not have regrets because my job given me the inspiration to provide the financial comforts to my family. Most importantly, it also helps me to grow as I discover how to adapt and thrive in a place thousands of miles away from home. This is a lifelong skill that I will carry on forever.

Written by: Rouil Echavia AsokAdministration Assistant O&M Yanbu II

The Marafiq Expat

Sociability – I admit it, I favor socializing within a small circle of fellow expats. By contrast, I noticed most successful expats have establish social ties to the local residents, from security to government officers. There is no better source for insights into a local culture and no better way to adjust to strange surroundings but by directly interacting with those who originated from the place.

35 Our Talented Writers

Sanitary or domestic wastewater contains carbon rich organic matter that can be used as fuel to generate electricity. Anaerobic digestion of wastewater sludge is the process that produces methane gas (Biogas) in absence of oxygen, CO2 and traces of other ‘contaminant’ gases. This gas can be used directly as fuel, in combined heat and power gas engines or natural gas grid injection. Many entities worldwide greatly desire improved and economic methods for using or disposing of biomass in the course of generating electricity. At present, the amount of useable power being produced from biomass is very small relative to the biomass resources available for this use.

Biomass power plants rely on less efficient boiler / steam turbine technology; have a higher installed price per kWe; and draw on fuel suppl ies that are bulk ier, less homogeneous, and more difficult to fire and handle than fossil fuels (especially relative to oil and natural gas which are not solids).

The major reasons for consideration of the biomass power option are:1. Disposal of biomass residues

combined with the production of electricity and heat

2. Power production from abundant indigenous biomass resources

3. Power for remote locations rich in biomass resources

4. It is a renewable energy option

Anaerobic Digestion It is a collection of processes by which microorganisms like anaerobic bacteria break down biodegradable material in absence of oxygen.

1. It occurs naturally in some soils and in lake and oceanic basin sediments, where it is usually referred to as ‘anaerobic activity’

2. The process is used to decompose the industrial or domestic waste and produce fuels

3. This is the source of marsh gas methane as discovered by Volta in 1776

Anaerobic digestion is widely used as a source of renewable energy. The process produces a biogas, consisting of methane, carbon dioxide and traces of other ‘contaminant’ gases.

This biogas can be used directly as: • Fuel, in combined heat and power

gas engines • Upgraded to natural gas-quality

bio methane• The nutrient-rich digestion also

produced can be used as fertilizer Wastewater Treatment Process1. Primary wastewater treatment:

It is the removal of debris and suspended solids by screening and settling

2. Secondary wastewater treatment: Using of biological processes to break down organic material and remove additional suspended solids mostly use in secondary treatment

3. Tertiary (most effective): Advanced treatment that uses additional filtering or chemical or biological processes to remove specific compounds or materials that remain after secondary treatment.

Material and MethodsThe treatment of wastewater sludge, from both primary and secondary treatment steps, consists of two main phases. In the first step, all incoming flows of sludge are combined, and the mix t u r e i s h ea t ed t o a m i l d t e m p e r a t u r e ( a b o u t b o d y temperature) to accelerate biological conversion. The residence time here ranges from 10 to 20 days. In the second tank, the mixture is allowed to undergo further digestion. There is no longer active mixing in order to promote separation, and there is no need of heating as the process generates its own heat. In further processes (not shown on the diagram), the settled sludge is dewatered and thickened. The goal is to separate as much water as possible to decrease the volume of material. Finally, a phase known as ‘sludge stabilization’ reduces the level of pathogens in the residual solids, eliminates offensive odors, and reduces the potential for putrefaction.

Results and Conclusions• The chemical composition of the gas

is 60-65% methane, 30-35% carbon dioxide, plus small quantities of H2, N2, H2S and H2O. Of these, methane is the most valuable because it is a hydrocarbon fuel (giving 36.5 MJ/m3 in combustion)

• The residual organic matter is chemically stable, nearly odorless, and contains significantly reduced levels of pathogens

• The suspended solids are also more easily separated from water relative to the incoming sludge or aerobically treated sludge (such as in outdoor pond)

Written by: Jalees Asghar ToorSenior Operator Power Generation Yanbu

Utilizing Industrial and Sanitary

Wastewater to Generate Electricity

Marafiq World | Issue # 37 | May 2017 36 Our Talented Writers

Effective Communication

The English language journey

Meaning and ImportanceThe ability of collaboration of a particular person in a group relies heavy on the person’s ability to conduct effective communication. Therefore, one can establish that improper communication can reduce performance and effectiveness.

Styles and CommunicationIn relations, we observe individuals h a v i ng d i s t i n c t i v e s t y l e s o f communication. Each style must be managed in a way that keeps the end goal in mind, which supports the desired reaction it sets out with to accomplish.

• Result Style: People having this style are arranged around activities and settle on snappy choices. While speaking with such individuals utilize solid words, be brief, state what you need unequivocally, supply fundamental data and sit tight for an answer.

• Reasons Style: People with this style are exceptionally sensible and are objective when faced with decision-making. While speaking with such individuals, present the theme in a sound way with all supporting data.

• Process Style: People with this style a r e c a s u a l a n d a t t e m p t t o discover similarities present within groups. While speaking with such individuals, be casual and prudent, present the theme with plentiful data in regards to the foundation and persuade for an answer.

Every individual can improve as a communicator by honing his abilities through learning and practice.

In a person’s attempt to achieve something new, three focus areas are crucial to ensure success, these include passion, determination and wi l l ingness. Learning another language is not a rule of thumb! It is a matter of choice, why do you want to learn a language. English language is the most commonly used language in the world. In fact, when you travel or you meet someone you do not know, your first questions is (do you speak English?). That is why it is important. Since Marafiq started, lots of effort and

investment has been placed in elevating the employees’ English l e v e l s . T h e H u m a n C a p i t a l Development Department (HCDD) in Marafiq, has taken this step to select the best service provider in order to meet training requirements and enhance the English language level.

From 2010 until 2016, around 500 employees have undertaken the English level 1, 2 and 3 courses. HCDD continues the journey to provide the highest standard of Engl ish

assessment and quality of training throughout the company. The cycle of training does not end there, from my own experience, if you are driven by passion, determinat ion and willingness; you will succeed. Not all of us have the same level of linguistic capabilities and that more often than not, it takes some of us a longer time than others to learn. Always remember, believe in your potentials, know your strengths and work hard on your weaknesses… trust me you will get there!

Written by: Khalid Mahmood Samiullah GIS Specialist

Written by: Khalid Abdullah Al-RowaythiSpecialist I, TrainingOrganization Effectiveness Department

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King Salman inaugurates projects in Jubail ... - MARAFIQ