eastern region governor inaugurates several projects · venture company formed by saudi aramco and...

Marafiq World | Issue # 36 | December 2016 1 Section Title

Marafiq Chairman supports the handling of 4,600 residential units in Jubail Industrial City Page 25

Issue 36 | December 2016 | marafiq.com.sa

Full Story on Page 20

Eastern Region Governorinaugurates several projectsin Jubail and honors Marafiq

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Marafiq World | Issue # 36 | December 2016 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

Safety....................................................... 6

Projects .................................................... 7

MaSa ......................................................14

Corporate Governance ................................18

Corporate Communications .........................19

Events .....................................................21

Highlights ................................................26

Get to know .............................................38

Our Talented Writers ...................................40

4 Message from the CEO

Abdullah K. Al-BuainainPresident and CEO

Leadership development,

continued focus on grooming

next generation of leaders

At the heart of Marafiq’s success is its human

resources, which are essentially the building

blocks that pave the way to its future, and ensure

that all efforts are contributing to Marafiq’s vision.

Marafiq places a significant focus on developing its

leaders to enhance their capabilities to deal with

current and future challenges. In this regard, the

Leadership Development Program was created

to develop effective leaders within Marafiq;

this program is based on Marafiq’s Leadership

Competency Framework and is aligned to Marafiq’s

Corporate Plan.

Leaders are identified and evaluated through a

rigorous assessment; these employees are then

sent to a reputable business school. These leaders

also undergo several coaching sessions, as it is

an essential ingredient to enhancing their general

learning development in support of implementing

the newly acquired knowledge. Moreover, the

leaders are trained to identify non-value work

practices from a leadership perspective and to

replace them with valuable practices that are

driven through the individual’s willingness, desire

and competency to apply new solutions to the

work place. Marafiq has established a Succession

Management System for its existing and future

leadership planning needs, which ensures that the

correct competencies are identified and that the

persisting gaps are successfully closed, guarantee

that a consistent quality of leaders are being

groomed for future generations. Recently, through

this process three General Managers have been

appointed, congratulations to Ahmed Al-Khars

(GM Information Technology), Fahad Al-Shammari

(GM EHS&S) and Saad Al-Mutairi (GM Customer

Relations Yanbu).

In further developments within Marafiq, its joint-

venture MaSa has integrated state-of-the-art

technology to enhance key aspects of its operations.

Therefore, as new technology is integrated within

the working environment, new competencies

are required to be learned to ensure that these

technological advances are being optimized.

In this respect, MaSa has created a centralized hub

known as the Cockpit Performance for Operations

and Maintenance (CPO); which aims to monitor all

of Marafiq’s facilities in one strategic site. It offers

the opportunity to supervise all field activities

(network and plants); and analyse all data

recorded to produce analysis reports to improve

business control and decision-making.


To ensure sustainable growth towards enhancing the

human resources capabilities, MaSa is in the process of

creating a unique training facility known as the Marafiq

Water Academy; which will be used by experienced

trainers to develop and deliver tailored training programs

to bridge any skill gaps. MaSa has also formulated a

development strategy, it aims to

develop leaders that are multi-skilled

(technical, customer services, problem

solving and decision-making) and who

are able to carry out several tasks

independently. Furthermore, MaSa has

created a Professional Development

Planning Program to attract and

recruit talented Saudi graduates who

will be groomed as future leaders of

the organisation.

We are all potential leaders, whatever

our level is in our organization. I am

sure that you will all understand that

those programs and technologies

will never replace your initiatives,

your mobilization, and your

sense of responsibility and

accountability. I am very

sure that I can rely on

all of you to develop

Marafiq to become

the uncontested

water and power

leader of the

Kingdom of

Saudi Arabia.

Transformation Program,

which is in line

with its human

r e s o u r c e

6 Safety

SUSA (Safe and UnSafe Act), is a form of

Behavior Based Safety which is practiced in

Marafiq since 2011, and it has yielded significant

results in creating a positive safety attitude

among the employees across the organization.

One of the most noteworthy outcomes of

SUSA is the creation of appropriate Safety

Ownership with departments and individuals.

The present SUSA was introduced by the

British Safety Council to Marafiq. However, the

same concept popularly known BBS (Behavior

Based Safety) was first put into practice by

our Safety Section in Yanbu in 2009.

We believe in the old saying, “You get

what you measure”. Accordingly, for

continual improvement through an effective

Fouad Abduljaleel JambiManager, Loss Prevention Department

SUSA - A tool for Safety

measurement of SUSA, it has been linked to

our safety KPIs as one of the leading indicator

elements and the following metrics are in use:

• Each employee needs to conduct a certain

number of reports for SUSA each year.

• The outcomes are analyzed as behavior

patterns of Safe Act and UnSafe acts.

• The targets achieved through SUSA

engagement in various departments.

• The total number of SUSA statistics reported

quarterly.

Finally, the success of the SUSA program in Marafiq

could be attributed to top managements support

and their direct participation, effective metrics,

the priority placed on it by department leaders

and the value recognized by its customers.

Marafiq World | Issue # 36 | December 2016 7 Projects

Marafiq and Saudi General Electric signed a three-year agreement to upgrade and rehabilitate the 500 megawatt power plants in Yanbu Industrial City for the amount of SAR 597 million. The project will improve the productivity, reliability and operational efficiency of these plants.

Within the agreement, Saudi General Electric will provide advanced solutions to improve asset utilization in the plants, including nine EA7-gas turbines, upgrading power generation capabilities, meeting the increasing demand of industrial and residential customers, and extending the life of assets and turbines in the plants by additional 25 years.

Marafiq President and CEO, Abdullah Al-Buainain, explained that signing this agreement with Saudi General Electric would help increase the power generation capacity in Yanbu Industrial City, and meet Marafiq’s commitment towards its current and future customers. It also gives us more confidence and opportunities of cooperation with Saudi General

Electric, which is distinguished in this field. In addition, it embodies our commitment towards using advanced technologies to improve the quality of our operations and increase power generation capacity. We will work continuously to explore available opportunities to increase productivity and diversify the energy sector in a manner that keeps up with the objectives of the Saudi Vision 2030.

Saudi General Electric, on its part, stated that it is proud of this collaboration with Marafiq, which comes as part of its distinguished services in the Saudi Arabian market for more than 80 years. Saudi General Electric also stressed that the agreement will greatly contribute to early identification of possible operational problems, and thus help reduce the plant shutdown time, increase its operational efficiency and reduce the carbon emissions.

Marafiq signs SAR 597 million agreement withSaudi General Electric to upgrade and rehabilitate power plants

8 Projects

On 7 September 2016, Marafiq accomplished Plant Testing (Peak +20% full plant Capacity Performance Test) and Early Water Production was initially launched on 11 February 2016.

Currently, Marafiq’s Sea Water Reverse Osmosis Plant’s (SWRO) Peak production is 7,440 m3 per hour, for Industrial Water Supply Agreement with Sadara Chemical Company, which is in fact the world’s largest integrated petrochemical complex situated in the Jubail-II area (Sadara is a Joint Venture company formed by Saudi Aramco and DOW Chemical, USA). This SWRO plant’s entire output will be for the exclusive use of the Sadara

Marafiq successfully accomplished Sea Water Reverse Osmosis Plant Performance Testsat Sadara Project

Fahad Abdullah Al-ShammariGeneral Manager(A), EHS&S

facility, established on Build, Operate and Own (BOO) basis by Marafiq for the next 20 years.

Unique expertise and technology were the driving factors in meeting the requirements, to limit risk of plant failure and to extend its lifespan. While at the same time reducing the energy requirements and costs for the entire life of 30 years for SWRO plant’s capacity, and water quality assured with all vital guaranteed parameters stipulated per international and Saudi Arabian specifications and standards which treats the seawater. TDS range 41,000 - 45,000 mg/l to the requirement


Marafiq successfully accomplished Sea Water Reverse Osmosis Plant Performance Testsat Sadara Project

as low as 40 mg/l, capable of producing industrial water for cooling tower make-up as well as DEMIN water for boilers and utility water.

Marafiq has awarded the LSTK Contract to SIDEM, which is an affiliate of Veolia Water in France, as a CAPEX project in June 2013. This will increase Marafiq’s desalinated water production capacity in Jubail by an additional 50%.

Safety was emphasized as one of the top priorities during the entire SWRO construction cycle, and has successfully

achieved and celebrated 12.64 million safe man-hours without any Lost Time Injury.

The Marafiq facilities, are always committed to meeting the requirements of its customers, and keen to harness their efforts and provide all the support to contribute to the industrial development taking place in the Kingdom of Saudi Arabia; as well as to provide job opportunities to the next Saudi generation, when the plant is in continuous commercial operation, which is planned for the fourth quarter in 2016.

10 Projects

Marafiq President and CEO Abdullah Al-Buainain, accompanied by members of the Executive Management, made a field visit to the Sadara plant project in Jubail Industrial City II.

The employees gave a presentation, shedding light on the current progress of the project and the operational phases of the plant. Abdullah urged all employees to maintain their full compliance with safety rules in the project implementation, and to ensure proper education is delivered on all safety matters.

Abdullah also went on a tour that covered the Control Room and various parts of the plant. At the end of the tour, he extended his appreciation to all employees.

Marafiq President and CEO visits Sadara Plant in Jubail Industrial City II


Gas Distribution has recently achieved a significant milestone of achieving the first tie-in connection with a new customer SIMCO, through the cutting and welding of the 10-inch diameter pipeline on 30 May 2016. The work was carried out with the highest standards of safety and work control, which resulted in the completion of the tasks ahead of schedule.

Prior to the task comprehensive brainstorming took place amongst the Projects Department, Technical Services Department, Contractor and Customers. The following methodologies were used: risk analysis with control measures, as well as safety of people and assets. All the applicable procedures of control of work were implemented, which resulted in the safest delivery of work in the most cost effective manner, and reducing the shutdown duration. The reduction of gas venting was also achieved, which resulted in saving revenue and reducing environmental emissions.

Gas Distribution’s handover of the network to the contractor will take place after curtailing the flow to the South Loop, subsequently allowing the customer to use the gas to lower header pressure, thereby saving a great deal of time for the depressurization.

Tarique Ahmed RajputSupervisor, Operation - Gas Distribution Department

First Tie-in Connection of Gas Supply

Gas Distribution has taken the leading role in the following activities:

• Shutdown for the South Loop by lowering the operating pressure from 360 to 50 psig. Saving a lot of energy and reduced the shutdown duration.

• Hydrocarbon gas venting to the safest high point locations.

• Nitrogen purging for the removal of Hydrocarbon and preventing the Hydrocarbon ingress by Mud Plug and Balloon technology.

• Positive isolation of the required segment and implementation of the control measures prior to allowing Permit to Work.

• 10-inch pipeline cutting and welding for the new Customer Tie-in (10X8”) was done successfully and safely including spools connection inside the valve box.

• Oxygen removal purging and pressurization of the gas header followed by a successful leak test (of the worked portion). The oxygen removal purging is a vital procedure controlling the measure to prevent any explosion, due to fuel air mixture during commissioning.

• First gas to the customer.

This is another jewel in Marafiq’s crown, which was achieved through excellent teamwork and collaboration, from all concerned Marafiq departments.

12 Projects

Ibrahim Mohammed Al-NemerSpecialist I, Change Management

Marafiq’s EmployeeEngagement Survey

Creating and sustaining a highly engaged culture is one of Marafiq’s key focus areas that will enable it to achieve its long-term objectives.

To measure and further enhance engagement, Marafiq decided to conduct an Employee Engagement Survey. In May 2016, 88% of Marafiq employees participated in the Employee Engagement Survey. The survey report provided valuable and positive insights into the organizational culture.

According to the analytical measurements, Marafiq is proud to announce that its culture has reflected positively, as its ‘Employees Engagement’ through various aspects scored an overall high of 81%, compared with other companies average of 77% in the market.

Marafiq employees’ valuable contribution to the Business environment illuminated a number of key strengths particularly in work organization, teamwork and business ethics. However, top management is considering further encouragement programs towards the reinforcement of

Employee Engagement Practices across Marafiq business areas, through improvements of key effective areas, which covers Marafiq’s goals and objectives, performance management and

employee development.

A team in Marafiq is working on the analysis of the results from the survey, taking in consideration all the areas that need to be highlighted, and assist to ensure a continued and sustainable future for Marafiq. To this affect, management will create teams that will be accountable for the creation of detailed action plans to ensure positive change, and improvements will come as a result of the survey, which will be part of 2017 Widely Important Goals (WIGs).

Management places a high value on Marafiq’s employees’ and it is only through their individual cooperation and input toward such a transformational approach that Marafiq can achieve its vision. Management assures all its employees that it will strive to meet their expectations.


The Organization Design (OD) project has three main phases, namely design, implementation and go-live. Currently the project has completed the design phase and is now in the implementation phase. This phase is the most critical phase since it is a transitional method, which is often seen as an emotional upheaval and compelled with resistance.

Employees are at the mercy of management to inform them of changes. When there is poor communication and the grape vine starts spreading rumors about change, it can create resistance to the process. Being proactive in communications can minimize resistance and make employees feel like they are part of the process.

From the Employees Engagement Survey, which has been conducted by Marafiq, one of the key areas of improvement is the communication, and part of this communication is how the line manager communicates effectively with his employees.

Improve Employee Engagement

• Build employee engagement by developing skills to communicate more effectively:

o Active listeningo Giving and Receiving Feedbacko Leading two-way discussions

• Learn to conduct:o Effective Weekly Team Meetings o Meaningful Employee Discussions

Uses of “Active Listening”

• Helps start behavior change and performance improvement.

• Develops individual and team self-awareness.

• Helps leaders deal more confidently with performance problems.

• Is crucial in building trust in relationships.

Update on theOrganization Design Project

How feedback helps people:

Don’t - Label People• “You’re one of those nervous types, aren’t

you?”• “You are one of my average players”

Don’t - Use Comparative Language•“You should do this just the way Hamad

does it”• “I wish you could work as fast as Ahmad”

Do – Win-WinBe sure you are thinking win-win (always check if your motives are constructive?) Describe Your Concerns or actual Observations:• “I observed that you did…”• “I’m concerned about the impact that…”

Do - Give Specific Examples• “You came late to work on Monday,

Tuesday and Friday”• “On Monday, Hamad had to fill in for you

and do his work as well”

Do - Use “Open-ended” Questions

These are samples of “One way” questions:• “Should we use this approach?”• “Will this new process work for us?”• “Is the time right to tackle that problem

right now?”

These are samples of “Two-Way” discussion starter questions:• “What‘s the best possible approach to

use?”• “What process changes are you thinking

about?” • “What issues are most critical to deal with

right now?”• “Why is that?”• “How do you feel about?”

14 MaSa

MaSa is currently undergoing a transformation, which will ultimately change the way it carries out its business to achieve operational excellence. The heart of this change is with its customers, by providing them with the best service through a vibrant Cockpit Performance for Operations and Maintenance (CPO).

CPO is both a modern organisation and a way of work that utilises the state-of-the-art tools for monitoring, controlling, scheduling and communication. The change will be accommodated through a skilled and dynamic workforce, which are committed in delivering service that MaSa’s customers deserve, as well as the level of optimization expected by the shareholders.

In the previous Marafiq World (Issue 35), the Change Management Plan was introduced by Clement Leloup, who is the CPO Project Manager. In this issue, we will introduce the CPO project technical modules and their benefits in addition to the project timeline and progress.

Ehab DwikatAdvisor, Change Management Plan, CPO Project Department

Changing the Way We Work(MaSa CPO Project)

The Project’s Technical Modules

SAP-Measuring Points and SCADA Integration Module

DescriptionEnabling an existing function in SAP Plant Maintenance module to record operational parameters from the field and analytical data from the laboratory. Initially, data will be recorded manually whilst developing an interface with SCADA to record readings automatically and create notifications from the alarms received through SCADA.

BenefitsReliable, accurate and instantaneous data collection from our assets and laboratory. This will improve our reactivity based on real time notifications, better preventative maintenance planning, and the ability to focus our resources where they are needed most.

SAP-Rounds Managers Module

DescriptionProviding roving crews, inspectors and network maintenance teams with mobile devices (known as Mobility Device) to receive notifications, record data and information instantly whilst on the field. The data will be stored in the SAP Plant Maintenance module and trigger the operators to take action if required.

BenefitsImprove the efficiency of roving crews and maintenance teams, instantaneous feedback from the field, and enhance notification and work order process.

SAP Multi Resource Scheduling (MRS) Module

DescriptionMulti Resources Scheduling (MRS) is the heart of a new scheduling tool used by CPO to schedule work orders for individuals or multiple teams working on one activity.

BenefitsIncrease maintenance efficiency by precise and effective scheduling and rescheduling if required with special focus on complex tasks with multiple teams or involving shared resources. Work Order Process Module

DescriptionReviewing and enhancing the work order process to implement the Multi Resource Scheduling (MRS) and Rounds Manager modules. BenefitsEnhance the work order monitoring process and integration of several work order tools to ensure full compliance will Marafiq’s Work Management Process (The Palm Book).


Changing the Way We Work(MaSa CPO Project)

Jubail CPO Central SCADA Module

DescriptionReplacement of the two existing central SCADA systems with a central system connected to all facilities including the newly installed RTUs and data loggers.

BenefitsReal time monitoring and decision making for all of MaSa’s facilities (Potable Water and Reclaimed Water Treatment Plant, pump and lift stations).

Remote Terminal Units (RTU) Installation and SCADA connection Module

DescriptionInstallation of RTUs in 282 Pump Stations (PS) and Lift Stations (LP) and establishing new communication links to CPO central SCADA based on GPRS technology.

BenefitsImprove PS and LP reliability and eliminate the need for routine visits and associated operating costs.

Project Outcome

The delivery of this ambitious project, together with enhancing the skills and competency of our workforce will contribute immensely to MaSa’s 2016-2019 Strategic Plan and its three main pillars (safety, reliability and optimisation) to guaranty its sustainability and capability to face future challenges from its customers and new business opportunities.

Data Loggers Installation and SCADA connection Module

DescriptionInstallation of 92 flow and pressure data loggers on existing customers Potable Water meters, bulk meters and new District Metering Zone (DMZ) meters and establishing new communication links to CPO central SCADA based on GPRS technology.

BenefitsImprove the visibility of flow and pressure in the Portable Water network, improve meter readings for the large customer database (who consume 70% of Jubail potable water), as well as enhancing water balance and losses analysis. Improving daily production forecast and reduce water losses, and improve Marafiq’s revenue monitoring.

GIS SAP Interface Module

DescriptionUsing Geographic Information System (GIS) to capture the data

related to our Potable Water and Reclaimed Water Network assets, as well as displaying the relevant information in SAP Plant Maintenance and Business Intelligence modules.

BenefitsEnhance the asset management by proving accurate and up-to-date technical information, in addition to considerable logistical savings such as the manual updating and printing of maps, which will improve the reliability of our network assets.

SAP Business Intelligence (BI) Module

DescriptionUsing BI SAP module to build a comprehensive business intelligence corporate environment. BenefitsImprove reporting and analysis with single database and user friendly reporting tools.

Timeline and Progress

The planning and development phase of the project started in 2015 and the execution phase started in March 2016. A few modules are close to completion such as Measuring Points and Rounds Manager, which is planned to Go-live in November 2016. The remaining modules are progressing as planned and their Go-live dates can be seen below:

16 MaSa

MaSa’s shareholders - Marafiq (51%) and Saur International (49%) has strengthened its position through confirming its development in Saudi Arabia by signing the Operations and Maintenance (O&M) service contract for the new Minerals Industrial City of Ras Al Khair (RIC), which is located approximately 80 km’s north of the Jubail Industrial Area.

The contract agreement is for 43 months, whereby MaSa will firstly be in charge of the supervision and organization of the commissioning of the plants and facilities and then the start the O&M for all the facilities.

Frederic Roger AncelinCommissioning Advisor

MaSa continues its developmentin Saudi Arabia with Marafiq

1. Plant – IWTP:

• Designed for 20,000 m3/day (Phase 1) for Treatment of Industrial Effluent.

• The IWTP treatment will be based on the Multi Stage Chemical Precipitation process including primary, secondary and tertiary stages.

2. Plant – SWTP:

• Designed for 8,333 m3/day (Phase 1) for Treatment of Sanitary Effluent.

• The SWTP treatment will be based on the extended aeration activated sludge process.

3. Storage for treated industrial and Sanitary effluent for Reuse

• Two Tanks of 2 x 40,000 m3 for treated Industrial Effluent.

• Two Tanks of 2 x 9,225 m3 for Treated Sanitary Effluent.

4. Pumping Station for Potable Water and Storage Tanks

• One Pumping Station with a capacity of 55,000 m3/day.

• Four Storage Tanks 170,000 m3 (Total Capacity).

5.Water Distribution and Waste Water collections Networks (350 km)

• Collection system for Industrial Wastewater including Lifting Stations.

• Collection system for Sanitary Wastewater including Lifting Stations.

• Potable Water network distribution.• Irrigation network for reuse.

6. Seawater Cooling Pumping Station

• Sized to future demand of 75,000 m3/h

7. Seawater Supply/Return • 75 km main diameter 1,600/3,300

mm.

After the success of Jubail in 2011 and Yanbu in 2013, this new contract confirms the expertise and knowledge of MaSa to the service of Marafiq.

Contract summary and description


Jean LaurentSea Water Cooling Manager, MaSa

Seawater Cooling Jubail 2System Reliability

The Seawater Cooling system in Jubail is a vital utility service that provides an uninterrupted supply of seawater for non-contact process cooling to primary industries of the Jubail Industrial City.

In 2015, MaSa pumped and distributed to 28 industrial customers more than 6.1 billion cubic meters of seawater drawn from the Arabian Gulf.

The seawater cooling system was recently extended to serve the new industrial city Jubail 2. A new pump station was constructed (3 fixed-speed pumps 50,000 m3/h + 2 VFD pumps 30,000 m3/h under commissioning) and the seawater is supplied by pressure through a distribution network of 48 km buried pipelines with four meters diameter.

Technical audits and assessments conducted by MaSa after hand over of these new assets pointed out the lack of reliability of the system, and many deficiencies were identified due to three main origins: design issues, construction and QC weaknesses issues, T&C deficiencies.

A comprehensive action plan was set up to mitigate these deficiencies and find technical solutions in order to supply Jubail 2 customers as per their need and demand forecast. This action plan is still currently ongoing and combines both short and long-term activities.

Many corrective works were undertaken by MaSa, including:• Engineering, design and installation of

Monovar valves inside the Sadara premises, to able the supply of seawater to SIDEM’s new Seawater Reverse Osmosis plant by recirculating the flow, despite fixed-speed oversized pumps.

• Engineering, design and construction of a temporary pump station connected to Manifold 2 to be able to supply SATORP and PCC Co.

• Repair of more than 20 leakages on 3 supply and 2 return lines. Most of them were underwater works (inside pipe repair with divers).

• Replacement of the whole UPS system which was defective.

• Troubleshooting of the communication issues between the DCS system, HV and LV breakers, which are now authorized to operate the seawater pumps in remote mode.

• Rectification of the ultrasonic flow meters which were all defective.

• Fixing of the overhead crane issues to allow its utilization.

• Replacement of gearboxes and recommis-sioning of four defective 3-meter diameter motorized valves at the pump station discharge chamber.

• Rectification and recommissioning of the defective Electro Hydraulic Valves at the pump station outlet.

In addition, numerous simulations were carried out by MaSa TSD to test different operating scenarios using a hydraulic model. Many operation constraints or blockages emerged from these hydraulic studies, which led to initiate several proposals to improve the global system reliability.

The following proposals are currently under study:1) Provision of transmitters and flow

meters along the distribution lines to be connected to DCS/SCADA for online monitoring.

2) Installation of Motorized Valve at VC-104 to provide flexibility and reliable operations.

3) Installation of Motorized Valves at Line A, B and C before Manifold 1 to provide better flexibility in re-routing seawater supply to respective customers.

4) Installation of protection methods to safeguard the main underground 4,000 mm pipelines from possible damage.

5) The MaSa Reliability Department, is also currently working on reviewing the details to optimize the full GPM program, to be performed by the SWC Maintenance teams regarding this new system.

18 Corporate Governance

What are the ‘basic principles’ of the Compliance Policy?

• Read the policy, be familiar with it and ensure compliance.

• Consult the policy when you are not sure of what to do.

• Practice honesty and maintain highest standards of integrity.

• Do the right thing and be alert to the activities happening around you.

• Report any violations or suspected violations of the Policy at the appropriate level.

How to ‘avoid conflict of interest’ under the Compliance Policy?

• Not to act against the highest professional standards, integrity and high morals and ethics. Every member shall ensure observance of the Compliance Policy in both letter and spirit to the extent relevant and applicable including all applicable laws, rules and regulations including those provided under Marafiq Corporate Governance Code.

• Not to use the property, facilities, equipment, supplies, or other resources of Marafiq or its affiliates for their personal gain.

• Not to disclose confidential privileged information, including inside information or documents to any outside entity or use to his personal interests and/or cause loss to Marafiq.

• Not to engage in any activity or capacity with any entity with which Marafiq currently (or potentially) has a business relationship, without prior approval by the appropriate authorities.

Abdullah Ibrahim Al-QaterGeneral Manager, Corporate Governance

Knowing the basic principles of Compliance Policy and how to avoid Conflict of Interest

• Not to accept or provide gifts or favors in the forms of money, discounts, or benefit of any kind to family members, friends, etc. directly or indirectly, from any entity which currently (or potentially) has a business relationships with Marafiq. Exceptions are symbolic gifts or promotional items of nominal value potentially not causing a conflict of interest situation.

• Not to receive or obtain personal gain, either directly or indirectly, from any other party based upon use of position in Marafiq.

• Not to participate in any activity which may compete with the activities of Marafiq or its affiliates, or trade in any branch of the activities carried out by Marafiq or its affiliates and subsidiaries.

• Not to represent or advice the Company in transactions where he or his family member(s), friend(s) or business associate(s) has/have financial interests.

Questions and answers:

Q: What to do in case any such situation arises?

A: Immediately notify your ‘Manager’ in writing.

Q: What to do in case somebody committed any of such situation?

A: Immediately report the same to the ‘Compliance Committee’.

Marafiq World | Issue # 36 | December 2016 19 Corporate Communications

Saeed K. Al-Abdullah Corporate Communications Manager

Effective communicationoptimizes performance

Lido Anthony ‘Lee’ Lacocca, an inspiring executive who was part of spearheading the development of Ford Mustang and Pinto cars once said, “you can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.” It is in the meaning of these words that one can understand that within an organization, effective communication plays a fundamental role in driving the workforce to collaboratively work towards a common vision. [1] Effective communication is the glue that helps you deepen your connections to others and improve teamwork, decision-making, and problem solving. It enables you to communicate even negative or difficult messages without creating conflict or destroying trust.

A number of Marafiq’s core values require the very fabric of effective communication to ensure its success; some of these values include customer focus, teamwork, accountability, and transparency. Since our values are so tightly knitted with people, it is crucial that our workforce is able to effectively communicate with each other and the various stakeholders linked to our business operations. [2] The biggest benefit that results from using effective communication is possibly that it improves your relationships with others.

As Marafiq looks to the future and aligns its strategic efforts to the Saudi Arabian National Transformation Program 2020 and its Vision 2030, it requires its organizational culture to embrace excellence and continuous improvement, in not only systematic approaches, protocol, procedures and policies; but also place a significant emphasis in developing the human aspect and its soft skills. [3] Effective communication causes productivity to increase, errors to decrease and operations to run smoother. [4] Effective communication, also called open communication, prevents barriers from forming among individuals within companies that might impede progress in striving to

reach a common goal. For businesses to function as desired, managers and upper-level employees must be able to interact clearly and effectively with each other through verbal communication and non-verbal communication to achieve specific business goals.

What are some of the benefits of effective communication [5] • Right information is shared • Minimizes conflicts • Resources such as time and money

are saved • Helps in establishing rapport • Intended results are achieved • Sender is able to provide intended

feedback •Enhances harmonious co-existence and

conflicts are resolved amicably

Factors that enhance effective communication [5] • Active listening • Simplicity • Straight forwardness • Feedback • Speaking clearly/articulation • Knowledge of the receiver/audience • Speed and sequence of speech • Relationship between the sender and

the receiver

• Command of subject (mastery of subjects matter)

• Commanding attention

Barriers to effective communication [5]

• Poor listening habits • Inadequate knowledge of the subject • Biases and stereotypes • Lack of interest on the subject • Personal opinions • Interruptions • Religious and cultural difference • Language barrier • Poor timing • Guilt • Status

----------------------------------Sources:[1] http://www.helpguide.org/articles/relationships/effective-communication.htm[2] http://effectivecommunicationadvice.com/effective-communication[3] https://www.linkedin.com/pulse/top-3-benefits-effective-communication-workplace-jamelah-henry[4] https://www.reference.com/business-finance/effective-communication-workplace-important-fed2725bb6c0c0f6[5] http://wikieducator.org/Effective_Communication

20 Events

HRH, Prince Saud Bin Nayef, Amir of the Eastern Province, honored Marafiq for the support it provides to the strategy of the Environment, Water and Agriculture Ministry in Jubail city. Marafiq President and CEO, Abdullah Al-Buainain, received the plaque in the presence of His Highness, Prince Saud Bin Thunnayan, Chairman of the Royal Commission for Jubail and Yanbu and Chairman of Marafiq.

The recognition took place during His Royal Highness, Prince Saud Bin Nayef’s inauguration of the new building for the branch of the Directorate General of Water in the Eastern Province in Jubail Governorate, and launching of vital projects, totaling SAR 300 million. The Directorate is undertaking these projects as part of the efforts to provide its customers with quality water and sanitary drainage services, covering most districts in the city.

The construction of the new branch building costs are SAR 3,857,517 and it aims to serve the Ministry of Water, Environment and Agriculture’s objectives in support of sustainable development and better services to the citizens in Jubail Governorate. The Ministry is also carrying out a SAR 5 million project for the supply and installation of desalination plants, which will add 5,000 m3 of desalinated water mixed with water pumped from five wells. This will reduce the percentage of dissolved salts in water supplied to districts west of Abid, Al-Meshel, Al-Khalideyah, Al-Jawharah and Al-Hamarah I farms while providing an additional capacity of 5,000 m3 per day.

His Royal Highness, Amir of the Eastern Province also inaugurated SABIC’s 12th Technical Conference and Exhibit under the theme of ‘Asset Integrity Excellence’, which was attended by His Highness, Prince Saud Bin Thunnayan, Chairman of the Royal Commission for Jubail and Yanbu and Chairman of Marafiq, and His Excellency Khalid Al-Falih, the Minister of Energy, Industry and Mineral Resources, at King Abdullah Cultural Center in Jubail Industrial City.

Other projects inaugurated by His Royal Highness, Prince Saud Bin Nayef included As-Salam Park, and ‘The Holy Quran Waqf’ project in Jalmoudah. This SAR 45 million project comprises four residential buildings, each has four floors with a total of 16 flats.

His Royal Highness, Amir of Eastern Province honors Marafiq for support of water strategy in Jubail City

In addition, His Royal Highness, Prince Saud inaugurated the new expansion of the Global Pipe Company, as well as the building of Jubail Charity Association and its Waqf project to the amount of SAR 10,025,000.

His Royal Highness, Amir of Eastern Province honors Marafiq for support of water strategy in Jubail City


22 Events

On 16 June 2016, Marafiq held its 2016 General Assembly at Al-Fursan Hall in Jubail Industrial City. Marafiq Chairman, His Highness Prince Saud bin Abdullah bin Thunayyan Al-Saud presided over the meeting, which was attended by members of the Board and representatives of Marafiq shareholders. Agenda items included approval of the Board report for the fiscal period ending on December 31, 2015.

His Highness Prince Saud, the Chairman of the Board, gave the opening remarks, highlighting Marafiq’s accomplishments and existing projects. His Highness commended the distinguished performance indicators for safety and environmental protection during 2015, which reflected positively on the company’s overall safety performance during the year. This comes as a result of the ongoing efforts exerted by the company to maintain the safety of its employees and contractors working at all its facilities.

His Highness Prince Saud pointed out that the company achieved a remarkable safety record with more than 20 million safe man-hours without Lost-Time Injury. The company was also 100% compliant with safety KPIs with most of its departments.

His Highness, Prince Saud concluded his remarks by expressing his thanks and appreciation to the absolute support, which the High Authority extends to Marafiq, its partners, shareholders and employees.

Marafiq Holds its 2016 General Assembly

Abdullah Al-Buainain, President and CEO, also gave a presentation, shedding light on some of Marafiq’s achievements in training and projects. He also explained the financial aspects and the approved financial statements for the year 2015.

Abdullah highlighted Marafiq’s role in the area of social responsibility and support for community activities, which covered some areas in the Eastern Province. These included various conferences, forums and festivals. He also highlighted that Petrokemya, a wholly owned SABIC affiliate, won the 2015 Marafiq Sustainability Award.

24 Events

His Royal Highness Amir of the Eastern Province, Prince Saud bin Nayif bin Abdulaziz, recognized Marafiq for its sponsorship of the Eastern Province Festival ‘Summer 37’. Manager of Corporate Communications, Saeed Al-Abdullah, received the recognition plaque at the celebration, which was held at the premises of the Eastern Provinces.

Marafiq’s support for these activities is driven by its strong belief of its role in promoting in-Kingdom tourism and supporting local productive families in Saudi Arabia.

The festival lasted for 18 days and comprised of 16 booths and traditional cafes, displaying distinguished works. Among the key participants were the National Program for the Development of Handicrafts and Industries (Baree) and the producing family’s tent. This year, the number of producing families participating in the event has been increased to 39 in addition to 7 charitable societies.

His Royal Highness Prince Saud bin Nayef Recognizes Marafiq for sponsoring Eastern Province Festival

A Marafiq delegation from the Projects and Maintenance Divisions paid a visit to South Korea to attend factory efficiency tests as part of a project to replace 16 water barriers in Yanbu. The visit aimed to ensure compliance with the required specification during the equipment and devices manufacturing stage, and to verify the given results against the project designs. Attendance of such tests is considered one of the ways to ensure quality control of the equipment before it is received on site. It also provides a chance for making repairs in case of any remarks or malfunctioning, and to avoid returning equipment to the factory, a

Marafiq delegation visits South Korea to attend factory efficiency tests

matter which positively impacts the project progress and cost.

The Projects Division was represented by Ali Al Duwais, and Maintenance Division by Khalid Al-Malki.


His Royal Highness Prince Saud bin Nayef Recognizes Marafiq for sponsoring Eastern Province Festival

Events

The Royal Commission along with a number of companies in the region celebrated at King Abdullah Cultural Center in Jubail Industrial City with the distribution of more than 4,600 residential units, including 250 units for Marafiq. The 250 units come as part of Marafiq’s program for residential units’ ownership in Jubail Industrial City for the year 2016. The event was held in the presence of His Highness Prince Saud bin Abdullah bin Thunayyan Al-Saud, Chairman of the Royal Commission, Marafiq and SABIC as well as other officials.

His Highness Prince Saud recognized the presidents of the companies that handed over the units to their employees, and Marafiq’s Presidnet and CEO received a recognition plaque.

In his remarks during the event, His Highness Prince Saud emphasized that the Kingdom’s leadership gives a lot of attention to the housing sector as it is one of the most important social and economic sectors in contemporary societies. Hence, all subsequent development plans stressed the importance of facilitating increase of the citizens’ ownership of proper houses. His Highness Prince Saud also said, “we are celebrating here today with the companies that responded to the Royal Commission’s initiatives in this field by launching new residential units’ ownership programs for those working for the Royal Commission and residents of its cities to ensure a decent living standard.

His Highness also handed over allocation notices of the Royal Commission ‘Waqfis’ dedicated for support of charitable societies including the following, the Charity Society for Simplifying Marriage and Family Care in the Eastern Province (Weam), the Charity Foundation for Care of Mosques, the Charity Food Society (Eta’am) and Jubail Charity Society.

Prince Saud concluded the event by opening the accompanying exhibit on homes and decoration, where 40 companies were present.

His Highness Prince Saud bin Thunayyansupports the handling of 4,600 residentialunits in Jubail Industrial City

26 Highlights

The Customer Relations Department held a workshop to educate Marafiq customers on the standards of their industrial drainage water discharged in Jubail. This workshop comes as part of the responsible communication with Marafiq customers to keep them updated of all developments. MaSa also participated in the event with an educational exhibit held at the Marafiq Beach Camp in Jubail.

The workshop was accompanied by several exhibits to educate all parties on the nature of work undertaken by both Marafiq and MaSa.

Marafiq holds workshop on the standards ofindustrial drainage water discharge to itsfacilities in Jubail

Marafiq World | Issue # 36 | December 2016 27 Highlights

Marafiq, represented by its Gas Distribution Department, recently extended gas supplies to one of its new customers, as the factory of the first Saudi Insulation Materials Company (SIMCO) was provided with the agreed quantity on May 30, 2016.

Manager of Gas Distribution Department, Moyasar Mahrous,

Marafiq hosted a group of its industrial customers at Mövenpick Hotel in Yanbu, with the aim to discuss several topics related to industrial drainage water. Saad Al-Mutairi, General Manager of Customers Services welcomed the company guests and explained that Marafiq exerts all possible efforts

to provide the highest level of services. He also explained that the customers have been updated on the services provided and all remarks were taken into consideration. He further stressed the importance of industrial drainage water treatment by companies before it is discharged to Marafiq’s final treatment plant.

Participants in the meeting expressed their appreciation for Marafiq and its core values.

The event helped to provide Marafiq customers with the opportunity to express their views, expectations, interests and suggestions for improvement.

stated, “this achievement is considered a significant added value for Marafiq as the addition of any new customer represents a new challenge and an indicator of the customers’ trust in our services”.

Moyasar also explained, “the number of Gas Distribution customers in the Light Industries Area of Yanbu Industrial City is increasing, and the

service will be extended to many new customers as planned”.

It is also worth noting that extension of gas supplies to SIMCO was made possible after cold cutting and welding of the gas pipeline, which was completed in approximately 14 hours ahead of schedule.

Marafiq meets with its industrial customers

Marafiq extends gas supplies to SIMCO

28 Highlights

A delegation of engineering students from Saudi universities visited Marafiq in Yanbu as part of their graduation training programs hosted by the Royal Commission in Yanbu, and represented by Yanbu Industrial College. The College coordinated with major companies for the visit of the graduating students to attain hands-on training. Marafiq received several student delegations to get acquainted with its facilities and meet officials in the Engineering and Project Management departments.

In line with Marafiq’s tradition of recognizing distinguished employees, the General Manager of Operation and Maintenance in Yanbu, Mubarak Al-Ahmadi, honored employees who completed 5 and 10 years of service in the company. The celebration comes in recognition of the employees’ efforts and continuous service at the company. They were given certificates of appreciation in a gesture of the company’s respect for their contributions. It also gives them a sense of security and willingness to make further contributions. Mubarak said, “the recognition indicates the company’s pride of its employees who spent a significant amount of years in service to Marafiq”. This also promotes the fact that Marafiq holds its employees in high-regard,

and shows them that they are important to the success of the company.

Several orientation presentations were given on the company’s operations. In addition, field visits were made and the visitors were briefed on the benefits a graduate can enjoy upon joining major companies.

Engineering students from Saudi universitiesvisits Marafiq facilities in Yanbu

General Manager Operation & Maintenancehonors employees who have completed 5 and 10 years of service


General Manager Operation & Maintenancehonors employees who have completed 5 and 10 years of service

HIghlights

A delegation from the Royal Commission in Yanbu, headed by its Acting Executive President, Hamid Sibeeh, and accompanied by officials of the Environmental Protection and Control Department visited Marafiq to discuss various environmental issues regarding gas emissions from industrial companies, including Marafiq. The delegation met a number of company officials to discuss these issues. Both parties stressed the importance of continuous cooperation to reduce emissions causing odors and pollution in the city. Marafiq pays a lot of attention to the environmental

aspects in view of its importance for maintaining environmental safety in the region as a whole. It also stresses the company’s commitment

to environmental standards approved by the Royal Commission, as well as its respect for all relevant regulations.

Mamdouh Obaid Allah Al-Harbi from the Transportation and Distribution Department in Yanbu, has obtained a Master’s Degree in Sustainable Power Energy from the School of Electrical and Computer Engineering at the Georgia Institute of Technology. The degree was obtained as part of a two-year program organized by Saudi Aramco in Dhahran, Mamdouh was sponsored by Marafiq to obtain this distinguished degree.

Marafiq President and CEO, Abdullah Al-Buainain, in the presence of several company officials, recognized Mamadouh Al-Harbi for his excellence and achieving this prestigious degree while he is on the job.

Mamdouh joined Marafiq in 2011, he achieved his Bachelor’s Degree in Electrical Engineering from King Fahd University of Petroleum and Minerals with an overall rating of ‘excellent’.

Royal Commission visits Marafiq to discuss aspects of environmental cooperation

Mamdouh Al-Harbi obtains Master’s Degree in Sustainable Power Energy

30

Under the patronage of His Excellency, the Executive President of the Royal Commission, Dr. Alaa bin Abdullah Nassif, the closing ceremony of the training program for engineering students at Saudi universities was recently held by the Yanbu Royal Commission colleges and institutes. The event was attended by representatives of industrial companies, general managers and managers of the Royal Commission and trainees.

In his remarks, His Excellency, Dr. Nassif stressed that the Royal Commission is keen to do all that serves the Saudi youth and qualifies them for the labor market. He also expressed that the role of Yanbu Royal Commission is not limited to building an establishment of infrastructure for industries and promoting investment, but also covers education and training at colleges and institutes of Yanbu Royal Commission. A lot of attention is given to this aspect by availing all capabilities and utilizing the latest applications in the educational and training field.

The approach is driven by Yanbu Royal Commission’s strong belief that real investment is in the Saudi youth and contribution to the future as per the directives of our wise leadership headed by the Custodian of the Two Holy Mosques, King Salman bin Abdulaziz Al-Saud, may Allah Protect him.

The Executive President added that the Yanbu Royal Commission is pursuing a strategic plan that places the largest part of attention on education and training guided

by the directives of His Highness Prince Saud bin Abdullah bin Thunayyan Al-Saud, Chairman of the Royal Commission for Jubail and Yanbu. The Royal Commission colleges and institutes have been provided with the latest equipment and applications in compliance with the international standards and the requirements of modern industry, so that the graduates can be a target for the various industrial companies. He also explained that the idea behind this program is driven by the Kingdom’s Vision 2030, which

stresses that a prosperous economy is attained through preparation and qualification of our young people since they are our most important resources to achieve our aspirations. At the end of the ceremony, His Excellency, the Executive President of Yanbu Royal Commission recognized the participating and collaborating parties, namely Marafiq, SAMREF, Ibn Rushd, YANPET, YANSAB and the main sponsor, the Saudi Council of Engineers, as well as the distinguished students of the program.

Royal Commission Yanbu holds closing ceremony of training program for engineering students at Saudi universities

Highlights


Marafiq, represented by its Information Technology Department, obtained the Basic Global Certificate for a good customer experience center issued by SAP. The audit process took more than a month during the current year to verify implementation of the principles, functions and quality of the infrastructure for SAP System Solutions Management, and the preparation for compliance with the international standards of SAP AG.

This accomplishment indicates trust that Marafiq has the ideal level of skills, knowledge, education, as well as the necessary training and professional experience to efficiently supervise and manage the SAP Global Infrastructure System.

Ahmed Al-Khars, General Manager, Information Technology quoted: “It is also a source of pride and self-confidence for those who made this accomplishment, and for being able to participate in reaching the global standards for SAP infrastructure and systems”.

This certificate is valid until 17/10/2018

is officially certified by SAP as a

Customer Center of Expertise

Primary Certificationin the context of the SAP License Agreement.

CertificateThis certificate formally acknowledges that

Jörg HeimCustomer COE Program

Auditor

Michael ZöllerCustomer COE Program EMEA

SAP Active Global Support

MARAFIQ Power & Water

Marafiq obtains the globalSAP AG certificate for a customer experience center

Ahmed Al-KharsGeneral Manager, Information Technology

32 Highlights

Marafiq’s clinic, in collaboration with the Human Resources Department and Bupa (medical insurance company), organized employees’ healthcare day at the Marafiq Beach Camp in Jubail.

The event included free screening for blood pressure and diabetes, and medical advice was given to the employees. It was organized in collaboration with Bupa, the medical insurance provider for Marafiq employees.

Furthermore, Marafiq recently renewed its contract with Bupa Arabia Limited for one year to extend its quality of services. In addition, the geographical coverage has been expanded to areas outside the Kingdom, including United Arab Emirates, Qatar, Oman, Bahrain, Jordan, Lebanon, India, Pakistan and Egypt. The branches of the National Guard hospitals have also been added to the list of service providers, and approval has been granted to dispense prescriptions issued by the hospital of the Royal Commission in Jubail, the dental centers and the company clinic from Ad-Dawaa pharmacies.

Marafiq Clinic organizes employees’ healtcare day in collaboration with Bupa


Marafiq’s Technical Support Department participated in FILTECH, which is a conference on filtration technology (impurities removal), held in Cologne, Germany from 11 to 13 October 2016. Ali Asiri represented Marafiq in this annual conference, where more than 30 countries and 350 companies specialized in filtration and removal of impurities participated. The number of delegates that attended the conference exceeded 1,200 and more than 180 papers were presented.

The conference showcases the latest developments,

research papers and technologies in filtration and removal of impurities such as cleaning air, gas, oil, and exhaust gases. The conference also discussed new problems in the area of water, power and gas plants.

Sami Al-Jehani, Supervisor of Planning and Efficiency, Water Production Department, Yanbu I, has been certified as a specialized Performance Assessor. He has successfully completed the training course and all requirements. He has also successfully passed the

three required phases for obtaining this certificate. Water Production Department extends its appreciation to Sami on his efforts and his keen interest to obtain this qualification, which will positively reflect on the performance of the division and the department.

Technical Support participates in FILTECH Conference in Germany

Sami Al-Jehani becomesCertified Performance Assessor

Certification Number: 24051781-607-CKPI2 Effective date: 24th of May 2016

Event: 22nd - 24th of May 2016, Dubai, United Arab Emirates

Facilitator: Adrian Brudan, The KPI Institute

Aurel Brudan CEO of The KPI Institute

Adrian Brudan Course Facilitator

The KPI Institute E: [email protected] W: www.kpiinstitute.org

CERTIFIED KPI PROFESSIONAL

Certified KPI Professional Certification issued under the powers delegated by The KPI Institute.

This is to attest that

Has successfully completed the Certified KPI Professional course and has passed the certification examination, being recognised as

In accordance with the standards prescribed by the Key Performance Indicators Framework administered by

The KPI Institute

Sami Al-Juhani

KEYPERFORMANCEINDICATORS

Key Performance Indicators Framework

v 2.0 2015

CERTIFIED

PROFESSIONA

L

34 Highlights

Marafiq has taken over phase I of the Yanbu II project. The project is comprised of three 275 megawatt/hour steam power generation units, in addition to two water desalination units, and has a total production capacity of 60,000 m3/day (20,000 m3 potable water and 40,000 m3

industrial water), and a 275,000 m3/hour pump station that feeds cooling seawater into the Yanbu II station and the industries area.

Khalid Al-Nafie, Manager of the Energy Department of Yanbu II Project stated, “the project started in the beginning of 2011, and will be entirely handed over in four phases:

The Human Capital Development Department organized a project management course, which lasted for five days. Many operation, maintenance and reliability employees participated in the course. The course aimed to develop planning skills throughout the project life cycle (design, implementation and turn over); in addition, to assess the risks during implementation, development of the necessary mitigation plans, identifying the project associated parties, and means of dealing with them in a manner that serves the effective implementation of projects.

phase I, covering steam unit No. 21 in addition to auxiliary systems; phase II for steam unit No. 22; phase III for steam unit No. 23; and

phase IV covering the infrastructure, roads and buildings. The project is expected to be completed by the end of 2016.

Human Capital Development organizes aProject Management Course

Marafiq takes over Phase I of Yanbu II project


His Royal Highness Prince Saud bin Nayif bin Abdulaziz, Amir of the Eastern Province recently honored the Royal Commission School Students who earned the International Mathematical Olympiad award with medals. His Royal Highness Prince Saud said, “this accomplishment has been attained with God’s abundance and with the Royal Commission’s great attention for education under the great care of the Saudi Government for education at all levels in all regions”.

His Excellency Dr. Alaa Nassif, Executive President of Royal Commission at Yanbu also honored those distinguished students in his office at the Royal Commission in Yanbu. He praised the efforts made by students, teachers and guardians to win

such an international competition and urged them to continue their efforts in achieving more awards. He added that the Royal Commission will continue to provide high quality education for students of the Royal Commission in Yanbu, maintaining its commitment to avail outstanding school facilities with best equipment and distinguished educational staff. The Royal Commission is keen to provide best training programs for the teaching staff throughout the year.

It is worth noting that sons of Marafiq employee, Khalid Mahbeth, of the Fire Department were among the distinguished students who were honored by His Royal Highness Amir of the Eastern Province and His Excellency, the Executive President of the Royal Commission in Yanbu.

His Royal Highness Amir of the EasternProvince and Dr. Alaa Nassif honor the RoyalCommission School Students by awarding theInternational Mathematical Olympiad Medals

Human Capital Development organizes aProject Management Course

36 Highlights

Marafiq President and CEO, Abdullah Al-Buainain, attended a reunion for the 1976 graduates of King Fahd University of Petroleum and Minerals. The event was held 40 years after the date the graduates first joined the university, which was then a 10-year old small college. During their annual reunion at the university campus on April 2, 2016 they recalled the memories of their academic years and their various activities.

Although many other batches of students joined the university ever since it was established, this select group, which became known as the ‘76’ batch was the most determined to keep connected with each other. This year, the reunion had a special flavor as it commemorates the 40th anniversary of joining the university.

They had a tour around the university facilities and buildings, particularly the students hostel. They visited the old lines, old administration buildings and preparatory year classes with

Reunion of 1976 graduates of King FahadUniversity of Petroleum and Minerals

very same stone walls, when they started their studies. The university was just a ten year old small college when they joined it, and became a well-known university when they graduated. Located on top of Dhahran Mountain, the university seems to accept no less than the highest levels of excellence.

Memorial photos were taken of the hostel, campus and the university tower. Participants in the event engaged in conversations, hearing from each other and recalling the good memories. They also enjoyed seeing a large collection of photographs of the students inside the university campus during their various trips.


The Power and Water Utility Company for Jubail and Yanbu (Marafiq) signed a loan agreement with the Saudi Industrial Development Fund (SIDF) in the amount of (1.560 ) one billion, five hundred and sixty millions Saudi riyals last Thursday. Engineer Abdullah ibn Khalifa Al-Buainain, the Chief Executive Officer, signed the agreement on behalf of Marafiq, while Mr. Abdulkareem ibn Ibrahim al-Nafie, the Director General of SIDF signed on behalf of SIDF.

Marafiq’s President and CEO, Engineer Abdullah ibn Khalifa Al-Buainain, stated that this agreement will help the company develop and implement its current projects in Jubail and Yanbu Industrial Cities, including its industrial water project at the facilities

Marafiq signs loan agreement with Saudi Industrial Developmetn Fundfor SAR 1,560 Million.

of Sadara Company in Jubail and the expansion of Marafiq Power Plant in Yanbu Industrial City (Yanbu 2). He added that the expansions in the two cities and the high demand on the two cities by domestic and global investors require distinguished services and appropriate finance, which will be made available through collaboration with SIDF. Engineer al-Buainain also commended SIDF’s role in supporting several industrial and development projects in the Kingdom, including Marafiq’s projects. This stresses the importance of the role assumed by Marafiq in serving the two industrial cities of Jubail and Yanbu and meeting the customers’ and investors’ requirements, attaining their satisfaction on permanent basis.

38 38

When did you start working at Marafiq? 28 August 2015.

Why did you decide to join Marafiq? Opportunity to build on prior Gulf Cooperation Council and other international career experiences.

Briefly, explain what value you add to Marafiq? Having worked in so many industries and sectors including aerospace, defense, oil & gas, financial services, sovereign private equity, renewable energy and professional services, the value I add to Marafiq is in the perspective that I bring to each facet of my responsibilities, and to the challenges that the business as a whole faces.

Interview with Peter McElhinney,Vice President, Finance

What are some of the valuable lessons that you have learnt in Marafiq? While I have had exposure to and some experiences working with quasi-governmental organizations (e.g. United Nations Development Program), I have found the structure and procedural processes within Marafiq an interesting contrast to most of my career experiences and I have benefitted from that contrast.

What motivates you? Improving processes, increasing efficiencies, team building and contributing to team achievements.

What do you do with your spare time, interests or hobbies? I am a big believer in continuous improvement and in maintaining physical fitness so I split my leisure time between family, travel, cycling

Get to know

I am a big believer in continuous improvement

and special projects. My current special project is a book I am writing with my wife. I will also complete 2 cycling sportives before the end of the year.

Where do you see yourself in the next five years? Active in several personal business activities in addition to community and business advisory roles (e.g. directorships, consulting etc.).

Who is your role model? Morehei Ueshiba, the founder of Aikido.

What is your favorite quote? “One does not need buildings, money, power, or status to practice the Art of Peace. Heaven is right where you are standing, and that is the place to train” Morehei Ueshiba

Marafiq World | Issue # 36 | December 2016 39 Get to know

We had the opportunity to interview Francois Capon who is the new Head of MaSa O&M Yanbu. So Francois where are you from?I come from Lille, an industrial city located 200 km north of Paris. Since my childhood, I grew up among the factory machine tools with my grandfather and father. I’ve always been immersed in the world of industrial management.

What educational background do you have?I achieved an engineer degree in Operation and Maintenance production systems from Polytech Lille.

Tell us about your family?I am married and have four children, who live in France.

What hobbies interest you?I am passionate about photography and painting.

Briefly, give us a summary of your career? I started my career in a small industrial filtration company and I had the opportunity to enter a large water treatment group. Thus, I was responsible for the Industrial Wastewater and Sanitary Wastewater Plants. After more than ten years, I wanted to expand my field of action. Therefore, I joined a Joint Venture, to be the Deputy Director of the Lille Wastewater Treatment Plant. It was a very important challenge for me, because we had to raise the skill level of farmer’s agents of the former treatment plant to integrate effectively with the operation of the new station. The context of this mission was particularly difficult because the technology in place was outdated (treatment of carbon pollution only) and the site personnel had never known any other processing

Interview with Francois Capon, new Head of MaSa O&M in Yanbu

plants than that. It took staff training plans, individual interviews, Quality ISO process, the installation of adopting systems to remove non-compliances purifying, setting up new machines to be dehydrated to new cogeneration groups and even a compression unit of biogas, which was used as car fuel for the urban community of Lille.

In addition, major improvements have been made to working conditions, lower production costs and a reorganization of production teams. The result of this challenge was positive on all fronts because the company won the new operating contract. However, after a few years of operation, the company was taken over by a group to build a new station in the place of the factory. Personally, since I did not have the same vision to undertake the new direction, I decided to direct my attention to some other interesting challenges.

I took oppurtunity at the Marrakech Wastewater Treatment Plant in Morocco. There, I was surprised by the incredibly hot and dry environment (up to 49 Degrees Celsius), but also with respect to operating personnel who had little or no experience in the treatment of water, but which invested heavily in their work. One characteristic of this Water Treatment Plant was its ability to irrigate 11 golf courses of Marrakech (maximum 90,000 m3/day). I then returned to negotiations with MaSa and accepted the challenge in Yanbu.

What is your vision for the future?As I have said, MaSa has many strengths for the future and Marafiq’s support is essential for its growth. My vision for the future lies in mastering the process for future development. For example, one of my priorities are the water losses, leaks, wild connections

and responsiveness of our teams to master it. When we combine these small losses, it adds up to a significant amount of savings. Also, the compliance monitoring of wastewater entering the treatment plants.

Thus, the future of MaSa will also require collaboration with industries to limit their ‘carbon’ into the environment, as the quality and wide distribution of irrigation water is certainly a major issue for life and biodiversity.

Describe your management style in MaSa?At MaSa or elsewhere, I have always had a classic management style: I am factual, respect people, provide my staff with clear responsibilities, set goals and control the conduct of operations. I started to meet individually with each member of the operations team, to listen to them, understand their motivations, their missions, their activities, and hear their expectations of their colleagues and of me. In addition, to be clear on what is negotiable and non-negotiable. So every week, we will meet to review the indicators that we have chosen, which is what I am trying to implement now. In addition, once a month, I will devote a few hours to each person responsible to discuss updates on all the areas. Pascal Grante (Executive General Manager for MaSa) told me that “spending one-on-one time with your team members is very rewarding!” You know, I think we never talk enough with our employees. This is important because it is with men that we changed the company!

Lastly, what is your favorite quote?

“Experience, is not what happens to us, but what we do with it that happened to us.”

40 Our Talented Writers

Ever wondered how Bill Gates or Steve Jobs achieved the level of success in their careers? Well, to be joking we must have only wondered about the magnitude of money that they made!

To be honest the equation is simple. At your desk job, the passion you bring alive and the way you show that you are striving for excellence, and nothing lesser than that is what will bring you closer to your dreams! What if I told you that your passion and striving would create a positive atmosphere for all your colleagues too! Well this time I am not joking. It surely helps.

The other key is to set your goals for the day. That is what successful people do. Setting goals every day will leave you pressure free, as such, during the hard days at work, you would not have backlogs and you could concentrate on solving the issues you face with more stability and audacity. Before I continue my story further, let me explain something basic. I am sure we must have all heard about the famous proverb, “First impression is the best impression”. That is so true! And your first impression would be understood by the person who is about to hire you from your Curriculum Vitae; in short your CV. More than the qualifications that you have shown, what impact would the neatness of your CV bring? By neatness I mean how short and crisp you keep it, providing only the important facts needed and what you feel is necessary for any company to hire you. In fact, most of the people who are in top positions have sent out the word that having more than one CV would help in so many levels. It would make you comfortable and give you all the time you need to be ready for the job interview; instead of

you sitting in front of your laptop and battling to make a CV, when your interview is tomorrow!

A study says that you have 65% more chance of failing the interview. Even then, if you do pass, just to be on the humorous side; you must be Einstein’s half-brother. Surely having a good qualification and degree will be noticed once you have gained company excellence as mentioned in the opening of this article.

Let me mention a few more key aspects. Good sleep, a smile with some positive greetings every morning to your colleagues, hard work with utmost dedication would surely make your day go smoothly. Because nobody is perfect. Either one of us would be needing help from each other; so to get that help, a healthy relationship with all at the work place will surely be a smart move.

One thing to know is, knowledge is not always power. But, sharing it with all, may give you some power. How, you ask? Simple… You spread knowledge among your colleagues; you gain the trust of your managers, a platform to prove your leadership qualities and skills. Then you gain the trust of your company. Then at the time of promotion you surely will be in the driver’s seat. Isn’t that fun! Sure it is.

However, there is one caution. Many times people tend to stop acquiring knowledge. Let alone about the world

but also their own field, which is hazardous! Let us remember one thing, ‘Knowledge is unlimited!’ Let us get in the race by gaining new knowledge that comes our way. One suggestion would simply be to read, and to socialize within the specific knowledgeable circles. Together we have achieved a great deal of things during the past 13 years at Marafiq, such as:

• Establishment• Well trained professionals• Attending valuable seminars and

conferences• Establishing a Toast Masters Club• Getting prestigious awards• Promotions • Feeling like we are all one family

These are just a few ingredients to achieve the magic word. It will be effective even more if we all swing into action as one family and support each other to climb the ladder of success!

Take a moment and give yourself a pat on your back, for we are all on our way to glory and great success!

Bassim Al KhazalSenior Accountant, Account ReceivableTreasury Department

Success: The Magic Word

Marafiq World | Issue # 36 | December 2016 41 Our Talented Writers

“Saudi Arabia, the Heart of the Arab and Islamic Worlds, the investment powerhouse, and the hub connecting three continents”

On 25 April 2016, the Kingdom of Saudi Arabia announced ‘Vision 2030’, an ambitious plan to transform the county’s economy. The vision sets out a comprehensive road map to promote more efficient government services and to diversify the kingdom’s economy by boosting private sector job creation and developing the non-oil economy.

Saudi Arabia is blessed with many wealthy assets, such as its geographic locations, culture, social, demographic and economic advantages which enabled the kingdom to take a leading position in the world.

The Saudi Arabian Vision 2030 is based on three pillars which represent unique competitive advantages:1. The leading role as the kingdom is the

heart of the Arab and Islamic worlds.2. The determination to become a global

investment powerhouse.3. The unique strategic location connecting

three continents, Asia, Europe and Africa.

Vision 2030 is built around three themes:

First Theme:A Vibrant Society, Strong Foundation for Economic Prosperity

This first theme is vital to achieve the vision, which is a strong foundation for economic growth. The kingdom’s society lives in accordance with the Islamic principle of moderation, proud of their national identity and their ancient cultural heritage.

Selection of Commitments and Goals:• The Two Holy Mosques attend to pilgrims

and Umrah visitors, and welcome a capacity for Umrah visitors from 8 to 30 million every year.

• Saudi heritage sites, build an Islamic museum in accordance with the highest global standards, equipped with the latest methods in collection, preservation and documentation.

• Cultural and entertainment, promoting spending on cultural and entertainment activities and to raise the kingdom’s position from 26 to 10 in the Social Capital index.

• Living healthy and being healthy, increase the ratio of individuals exercising from 13% of population to 40%. Encourage

regular participation in sports and athletic activities.

• Developing Saudi Arabian cities, to have three cities that will be recognized in the top-ranked 100 cities in the world. Ensure high quality services such as water, electricity and public transport.

• Environmental sustainability, by preserving the environment and natural resources, and fulfill the Islamic, human and moral duties for future generations.

Second Theme:A Thriving Economy Provides Opportunities for All

By building an educational system that aligns with market needs and creating economic opportunities for the entrepreneur, the small businesses as well as the large corporation. This theme will lead to develop the investment tools, diversify the Saudi Arabian economy and improve the quality of the services.

Selection of Commitments and Goals:• Investing for the long-term, by

participating with large international companies and emerging technologies from around the world. The target is to be the 19th largest economy in the world.

• Education that contributes to economic growth, close the gap between the outputs of higher education and the job market, and lower the rate of unemployment from 11.6% to 7%.

• Role for Small and Medium-sized Enterprises (SME), increase SMEs contribution to GDP from 20% to 35%. Encourage financial institutions to allocate up to 20% of overall funding to SMEs by 2030.

• Privatizing the government services, increase private sector contribution by encouraging investments in healthcare, municipal services, housing, finance and energy.

• Mining sector contributing to the national economy, Saudi Arabia is blessed with a wealth of mineral resources and the target is to increase the mining investment up to SAR 97 billion.

• Renewable energy market, Saudi Arabia has an impressive natural potential for solar and wind power. The vision set an initial target of generating 9.5 gigawatts of renewable energy.

Third Theme:Ambitious Nation, Built On High-Performing Government Services

The third theme is built on an effective, transparent, accountable, enabling and high-performing government. Also, to prepare the right environment for citizens, the private sector and non-profit sector to take their responsibilities and the initiative in facing challenges and seizing opportunities.

Selection of Commitments and Goals:• The King Salman Program for Human

Capital Development, ensures that public sector employees have the right skills. The aim is to have trained, 500,000 government employees.

• QAWAM program, increasing spending efficiency, making the public spend more efficiently, using the resources more effectively and limiting waste.

• Effective e-Government, online job searches, e-learning services, civil affairs, online payment services, among others. To raise the ranking in Government effectiveness Index from 80 to 20.

• More impactful non-profit sector, non-profit contributes 0.3 percent of GDP, which is much less, than the global average, the target is to raise the non-profit sector’s contribution to the GDP to 5%.

How to achieve Saudi vision 2030?

The vision is the first step on the journey towards a better, brighter future for our country. There are many transformative programs that have paved the way for the vision. These programs include, but are not limited to the following:

• The fiscal balance program• The regulations review program• The performance measurement

program• The Saudi Aramco strategic

transformation program• The Public Investment Fund

restructuring program• The human capital program• The national transformation program• The privatization program

The transition will be challenging, but the new era of the Saudi Arabian economic growth and employment will usher in more sustainability than the oil booms of the past.

Khaled Ibrahim Al-IsaSuperintendent, Water PlanningAsset Strategy, Planning And Standards

Saudi Arabia Vision 2030,Pillars and Goals


Zulfiqar BashirLead Specialist, Opportunity EvaluationBusiness Development Department

“Saudi Arabia’s Vision 2030” is an approach and roadmap for economic development action in the Kingdom. Its aim is to give the country a leading position in all fields, identify the general directions, policies, goals, and objectives by encompassing; strategic objectives, targets, outcome-oriented indicators, and commitments that are to be achieved by the public, private, and nonprofit sectors. The economic pillar of Vision 2030 seeks to improve the prosperity in the country by increasing the growth rate with private sector’s contribution from 40% to 65% of Gross Domestic Product (GDP), localization/add value to the oil and gas sectors from 40% to 75%, and lowering the rate of unemployment from 11.6% to 7%. For this, the vision’s governance model encourages efficient planning within concerned entities and boosts coordination among them in order to achieve common national goals. It also guarantees speedy completion of projects and initiatives, and attains sustainable action and impact through steadfast implementation reviews and performance evaluations.

In order to fulfill ‘Vision 2030’, The National Transformation Program 2020 (NTP) has been developed by establishing strategic objectives and identifying the initiatives necessary for achieving specific interim targets in 2020 across 24 government bodies operating in the economic and development sectors. To achieve the strategic objectives, a number of initiatives have been launched including; improve efficiency and performance, raise Saudis skill level to match labor market needs, develop and localize industrial and service opportunities, support private sector partnerships, increase the efficiency of fuel utilization in the electricity sector, district cooling in the Waterfront and City Center in Yanbu Industrial City, localization of the renewable energy industry in Yanbu Industrial City, reduce fuel consumption emissions, activate the environmental dimension as a mainstay of sustainable development, etc.

Utilities (water, electricity and gas) are essential services that play a vital role in economic and social development. These are also prerequisite for effective economic development. Marafiq sees its key performance leads are aligned with the program’s strategic objectives defined for the responsible entities e.g Royal Commission for Jubail and Yanbu, Ministry of Energy, Industry and Mineral Resources, etc., and linked to provisional targets for the year 2020.

Marafiq is rolling towards localization and adding value in the industrial development of the Kingdom. For this, it can take part in plans like; utilize alternate fuels such as refinery residues, etc. for power generation, wastewater and irrigation water re-use Royal Commission (RC Jubail and Yanbu), Concentrated Solar Power (CSP), Concentrator photovoltaic (CPV), and wind energy projects, waste to energy, CO2 capture for Bio Fuel System, District Cooling - Jubail and Yanbu, skill enhancement for Saudi employees. For this the company has involved with a number of local partners to support the localization of manufacturing industries and creating jobs for Saudis.

Marafiq Strategies to Accomplish NTP Initiatives

In order to undertake its relevant initiative of NTP, it envisions a future with the strategic theme for; asset and service management, resource alignment, improve efficiency, and customer empowerment.

a) Asset and Service ManagementAsset and service management is an approach that enables companies to maximize the performance of critical capital assets that have a direct and significant impact on achieving corporate objectives. It is a comprehensive approach that includes all types of assets and addresses how they are purchased, maintained and optimized throughout their economic life. Being a prime utilities company, Marafiq can establish a flexible enterprise asset management process by strengthening investment planning through enhanced use of technology, data, people and processes. Among other deliverables, this should create

a comprehensive, centralized repository of asset information, enabling it to optimize maintenance, operation and planning processes throughout the asset life cycle. The ultimate goal should be to focus operations and maintenance activities and investment in transmission and generation/distribution facilities of power and water. It will best support the reliable, flexible, safe and efficient generation and transmission of power/water.

b) Resource AlignmentResource alignment is built on the tremendous skills and experience of our employees to make Marafiq workforce as skilled and flexible as possible; improve access to the information and knowledge that enable effective delivery; and streamline the business processes that promote efficiency and sustainability. It includes three leads; workforce planning, knowledge management, and process excellence. These will provide an essential basis for the customer empowerment and infrastructure modernization ideas. It will also categorize areas to improve asset data and information which will in turn support a unified source available to all concerned staffs involved in operating and maintenance activities.

Consequently it will facilitate resource alignment to ensure that the company is in a position to build on these efforts, to respond to ongoing change in the power and water industry and to take advantage of new opportunities. The following essential elements are needed to support these objectives:• Access to a skilled, flexible workforce

that can deliver the outcomes envisioned;

• Access to the relevant information and knowledge that supports effective delivery;

• Streamlined business processes that provide structure as well as promoting efficiency and sustainability.

Strategic Thinking - Marafiq Gearingto achieve 2030 Vision Objectives


i) Workforce PlanningThe workforce planning initiative aims to address the challenge by identifying and acquiring the skills Marafiq will need to succeed. The company should determine where the gaps are that need to be filled, and identify strategies to fill those gaps such as internal training, succession planning, employee retention, and external recruiting. It will help the company to transform them in a way that is commensurate with the changes occurring in the power and water industry in the Saudi Arabian business environment. The objectives of this theme should focus on:• Develop a strategic workforce plan that

identifies gaps in skills and competencies, determines which new capabilities to develop internally and which to acquire externally and improves competitiveness in terms of attracting, retaining and developing employees.

ii) Knowledge ManagementKnowledge is essential to provide clarity about day-to-day processes and operations and the rationale for decisions; ultimately it is the basis for effective coordination and collaboration across the organization. The objective of this strategic tip should be to facilitate cultural change across the organization that promotes enhanced sharing of information and knowledge as part of day-to-day operations.

iii) Process ExcellenceProcess excellence strategic initiative should focus on enhancing existing processes to optimize costs and reduce environmental impacts while ensuring associated risks remain neutral or are reduced. It is intended that the potential efficiency improvements made as a result of this strategic initiative will free up resources to be redeployed to other strategic priorities. The streamlined processes are expected to release resources for reallocation to new initiatives. This may facilitate a range of benefits including:• Improved quality of service to our

customers due to streamlined response times and informed decision-making.

• Streamlined processes will free staff to focus on activities that support the new initiatives.

• A more flexible organization that is responsive to changing market forces and customer needs.

• Expanded training of employees, which will be augmented by greater accessibility of required information.

• Enhanced communication across the business as a result of giving employees the materials and associated knowledge to engage meaningfully on a range of issues.

c) Customer EmpowermentCustomers are becoming increasingly sophisticated about their consumption of power and water; they are demanding products and services tailored to their needs and desired outcomes. Our customers have many motivations to customize their power and water products. These include;• A desire to reduce power and water costs,• Reuse of waste water - a commitment to

environmental and sustainability goals.

Understanding and satisfying our customers’ requirements is the focus of this theme. We have to become our customers’ key trusted adviser on their power and water needs, particularly in the development and management of innovative, cost-effective and resilient systems. Through this initiative, we should provide our customers with choices that enable them to achieve their power and water goals in new ways that fulfill their expectations while minimizing impacts on their everyday operations. Examples of these drivers and the types of solutions that we could offer to our customers include the following:• Cost reduction: Power and water efficiency

measures or demand management activities whereby customers consciously choose to use power and water during lower cost (e.g. off-peak) times.

• Power and water quality: Technologies or power and water management methods that improve its quality and eliminate the risk of even minor changes.

• Environmental improvement: Use of reclaimed waste water in their production process, as well as analytical tools that help improve resource efficiency or provide other environmental benefits.

Measuring Success The success of the visionary objectives should be achieved through following key strategic goals.• Financial Effectiveness• Operational Effectiveness

i) Financial EffectivenessThis goal is defined as maximizing the financial capacity of the company to make capital investments that helps to achieve its goals. It should earn a reputation for stability and prudence in managing financial assets. It should intend to retain and further strengthen this reputation, recognizing that a secure financial position will allow to serve customers by capitalizing on opportunities as they emerge in the transformed power and water industry in the Kingdom.

ii) Operational EffectivenessThis goal is described as maximizing the efficiency, reliability and flexibility of the assets and organization. Innovative approaches to asset stewardship will be needed to target maintenance of the transmission and generation infrastructure in areas of greatest need and optimal value to customers. Smarter generation and transmission assets will support this transition, utilizing data from system sensors and facilitating greater remote operation/automation in response to real-time conditions. Marafiq also has the opportunity to apply new technologies and optimized processes across all power and water generation types, which can improve plant efficiency and resource productivity.

In this way, it can contribute their experience and knowledge to achieve NTP strategic objectives and informed policy decisions, combined with financial support and choosing the best business models, which can greatly impact the objectives of the initiative. So, under the given changes in the business environment, we can see the following business opportunities for Marafiq in terms of its core business;

Priority Action Business Value Levers Objectives Engagement Modalities

Improve Energy Efficiency in Operation

Cost Reduction Energy Efficiency Core business: Operation

Leverage Existing Infrastructure Revenue Growth Energy Access Core Business: Products

and Services

Create New Products and Services to increase Sustainable Consumption by End-Customers.

• Revenue Growth• Risk Management

• Energy Access • Energy Efficiency • Alternative Sources of Energy

Core Business: Products and Services

Increase Adoption of an Alternative Energy

• Cost Reduction• Risk Management

Alternative Sources of Energy

Core Business: Products and Services

Marafiq being a momentous contributor in adding value in the national GDP by supplying utilities services to the Royal Commission for Jubail and Yanbu (SAR 114.7 billion, or 8.65% of National GDP). It is believed these strategic themes may facilitate Marafiq to gear up in contributing to accomplish the NTP initiatives and ultimately the Vision 2030 objectives.


The increasing demand for power has led to a more stringent focus on the environmental impact. As a result, the need of removal technologies for non-acceptable gases from the atmosphere is becoming more and more relevant. At Marafiq, there is a multitude of advanced emission control technologies available for those non-acceptable gases such as Sulfur Dioxide (SO2), Nitrogen Oxides (NOx), and Particulate Matter (PM). Emission control technologies applied for those non-acceptable gases are Selective Catalytic Reduction (SCR), Electrostatic Precipitators (ESP), Fabric Filters and Flue Gas Desulfurization (FGD). This article will discuss and analyze the function of these technologies.

Flue Gas Desuplharization SystemThe Flue Gas Desulphurization (FGD) is designed to reduce the SO2, in the flue gas from the boiler, prior to release to the atmosphere. The FGD process utilizes the property of seawater, which is by nature alkaline and hence has a large capacity to absorb gaseous SO2. Seawater is utilized for the removal of SO2 from the flue gas in a once-through operation inside an absorption tower, known as the absorber. The seawater is then pumped to the absorber, from the absorber seawater pump station. By absorbing SO2 the seawater becomes acidic. The acidic effluent flows by gravity from the sump inside the absorber to the Sea Water Treatment Plant (SWTP) where it is mixed with larger amounts of seawater. Here the absorbed SO2 is oxidized into Sulphate (SO4) ions by introduction of ambient air into the water by means of aeration fans. The seawater is subsequently discharged to the sea after mixing with additional seawater in the common pit.

Electrostatic Precipitator SystemThe Electrostatic Precipitator (ESP) removes particulates from the boiler flue gases by electrostatic forces in a high voltage electric field. Two streams of dust-laden gases enter the precipitator through the inlet hoods and are then evenly distributed over the cross section of the individual ESP by means of grid walls. Each stream has an inlet and an outlet field. Within each field, the gases pass through a matrix of Discharge Electrodes (DE) and Collection Electrodes (CE). A high voltage charge is applied to the DE plates by HV transformer rectifiers.

Selective Catalytic ReductionThe Selective Catalytic Reduction (SCR) is the most effective method of controlling Nitrogen Oxide Emissions (NOx) from combustion sources. It is a commercially proven flue gas treatment technology that has been demonstrated to remove over 90 percent of the NOx contained in combustion or process exhaust gas. Elimination of NOx creates a healthier environment and meets stringent new EPA and EU reduction

requirements. Virtually any hot flue gas containing NOx can be treated effectively with the SCR process. The catalyst is at the heart of the SCR process. It creates a surface for reacting the NOx and ammonia, and allows for the reaction to occur within typical flue gas temperature ranges. The active ingredient in most NOx catalyst is Vanadium Pentoxide (V2O5) of various concentrations. The catalyst bank may consist of one or more layers of catalyst for treatment. On the surface of the catalyst, the NOx will be selectively reduced by reacting with ammonia in the presence of oxygen to form harmless byproducts, Water and Nitrogen (H2O and N2).

To conclude this subject, the current and pending environmental regulations are becoming increasingly more stringent and intricate, encompassing more air emissions than ever before. Environmental equipment and systems utilized at Marafiq for the flue gas cleaning arrangement have typically been associated with the treatment of more than one particular pollutant.

Abdulwahab Ayedh Al-QahtaniProfessional Development Program (PDP) – Engineer IIPower Generation (Yanbu) Department

Environmental Regulations of Steam Power Plant in Marafiq


Many people have a morning mentality when it comes to driving. Some of it is good and well others… Not so good. They wake up, splash some water on their face, get dressed and out the door. Then they grab that all so important first cup of coffee, “Oh Yeah”.

Let us face the facts; coffee is a food group to many people, especially in the morning. It is one of the first things I do when I get up in the morning; you are good to me, “thank you coffee”.

It seems to be part of my morning mentality. It is my jump start to the day, as it is with many others. Without it, the day may not start-off too well

So, how can you survive your morning mentality or perhaps improve it?

Let us address the issues of the morning commute.

Too much traffic… not enough time to get to work… maybe not enough coffee… well… you are still tired.

You become distracted by your own environment. You may wake up angry or grumpy. Any of these issues can result in a traffic violation, a collision or just a bad start to your day all because you are not focused on the reality of the driving situations. However, there are solutions for these issues to improve your morning mentality.

The first thing is to learn to accept these issues. There will be days you will be late and/or frustrated. Traffic will be slower than normal and other drivers may annoy you. You will not like it, but you just cannot control every situation. Get over it! Recently I left for work slightly earlier

than normal. The roads were clear and there were no traffic reports stating there was a delay on any of the routes I take. H o w e v e r , it took me more than double my normal time to reach my dest inat ion. It turns out a vehicle was broken down

which blocked one of the access roads. We all had to take our turn to switch lanes to pass that vehicle. Nothing I could do about it but wait my turn. Was I annoyed? Yes, but it was what it was. I got over it!

I often watch drivers weave in and out of traffic trying to get ahead of everyone else during the morning rush, or at least try to save some time. Sorry, but that does not work either. I usually end up passing these same drivers who tried to get ahead of me earlier. I relate this to standing in line at a cashier’s check out. Many times, the longer line moves steadiest and quickest. The shortest line may be slower because of the individual in the lead who is holding things up. All I can say here is… be patient. Your traffic line will move soon enough.

The further your commute, the greater chance you may be late if there is a traffic slowdown. We understand that. To allow enough time to reach your morning destination, check traffic reports well before you leave home. If you find your route is slow, you can leave sooner or choose a different route, which may not be blocked. Listen to traffic reports on the radio while driving to find the latest updates of the traffic. These tips may give you an advantage to allow you to reach your destination on time, plus help you stay calm and enjoy the journey. In addition, if you end up late, there is nothing you could do about it. You tried your best. Now all you need to do is… “Get over it!”

Muhammad IshfaqTechnician, ProtectionPower Transmission & Distribution (Yanbu) Department

Traffic getting you down? Get over it!

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