stomo second & third quarter newsletter
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www.stomo.com.om
18| News Bites2 | HSE 26| InterviewsOur Plants10|
Quarterly Newsletter for the staff of SUEZ-Tractebel Operation and Maintenance Oman LLC
2nd & 3rd Quarter 2014
Welcome to this
edition of the
Gazette and my
first as General
Manager. I have now
been in my role for
5 months and had
many opportunities
to visit all plants and
meet many of you (there seems to be many
photos through the Gazette as evidence!).
This is therefore an ideal opportunity to
reflect on the period and my first impressions
are extremely pleasing across all areas of the
business and I would like to say how proud
I am to be the General Manager of STOMO.
This is definitely a great Company with great
people and I have also been made very
welcome by all of you. My family also arrived
in mid-August and are also enjoying Oman,
settling in well at home and school, so this
has now made my life complete again.
On starting this role my primary target
from the STOMO Board was to ensure that
all HSE aspects of the Company were been
managed well and to consider any areas
for improvements. In summary to my initial
review I believe that there is a strong H&S
understanding amongst the team and the high
quality of housekeeping reflects that all of you
are also proud to be part of STOMO. We have
unfortunately though still experienced a few
significant incidents. All of which could have
been avoided if more care and attention was
taken – this is called behavioral safety which
is generally in our subconscious mind. I have
therefore asked Ian and the Site Managers
to review how we can enhance this aspect
further. Other areas of Safety that we have now
initiated are the review of the current Safety
Rule activities and competence and the initial
steps for the implementation of the Corporate
Safety Rules which is been led by Tomaz. We
have also taken the first steps in a Process
Safety by carrying out a Gap Analysis across
STOMO – these initial finding are noted later in
the Gazette.
On another very important aspect of
the business I am very pleased to note the
extremely good performance of the plants over
this summer period and I would like to thank
all for their contribution to this. This good
commercial performance has been clearly
noted by GDF Suez and resulted in the Barka
and Sohar receiving SAMEA plant reliability
awards for summer 2014.
Moving forward and as communicated from
me, the new Omanisation targets set by the
Ministery came as a shock and will be a focus
for us but will take time to create a quality
plan and will need to be carefully delivered
over many years. But at all times our number
1 priority must be to ensure that we do not
jeopardies H&S or reliability of the electricity or
water production for the country.
I look forward to more plant visits and
opportunities to mee more of you over the
coming months.
Welcome note from the GM
Mike Maudsley
Overview;As we progress through the year it is clear to
see that the site conditions have improved and
our HSE procedures are now taking a firm hold,
yet we have recently seen a rise in behavioral
related incidents that we must address
immediately. As I have already communicated,
I want us all now to concentrate and increase
on our fresh eyes programs to eliminate
these behavioral problems. We must drive for
continuous improvements with HSE at the
forefront in everything we do, to embed this
culture.
Proactive HSE;We are still going very strong with all our pro-
active programs running well and this can be
clearly seen below in our leading indicator
triangle. This is the only way forward to achieve
our success through these programs and
especially with our fresh eyes observations as
fore mentioned.
Incidents;Several incidents did occur over the last few months and many
of these are related to unsafe acts and not working to our rules
and procedures, these were including:
1. Several medical treatment incidents
2. Two fire incidents
3. There were also several near misses recorded during the
quarter. (See INTELEX for further information on all incidents).
Final note;Let’s continue going forward with all our proactive programs and also further improve the number
of fresh eyes observations as already stipulated. All sites and all personnel must concentrate on
behavior and that of the behavior of the people around us. Please challenge all unsafe acts /
behavior, stop the work where necessary, but do not and never walk on by.
Remember ‘’It’s better to correct an unsafe friend or colleague than to bury one.’’
Success stories;During the last few months we did have some
success stories, from the follow up broad based
audit, where the auditors commented on how
well we and sites had developed from their last
audit nearly two years earlier.
We have also had external surveillance audits
on our sites from the ISO team to ensure we
are on track with our process, in which they
were happy and only had a few constructive
comments to further improve our business.
Sohar II and Barka III are making good progress
with the ISO 14001 and OSHAS 18001 and are
on track to achieve this later in the year.
We have now started working towards the
conversion to the company GDF Suez Safety Rules
The PPE Committee is working very well and
making some fantastic changes to all areas of
our business. We will continue this meeting,
and further moving this towards a business
improvement group on completion of all PPE
items.
We have also just completed the road and
traffic risk assessments on all our sites in which
the controls can be clearly seen, for example
painted walkways, new signage etc. We will now
further move on to complete building fire risk
assessments.
Several major LTI milestones were achieved by
the sites over the last period as listed below:
Stomo leading Indicator Triangle 2014
Stomo Incident Triangle 2014
Plants LTI Free Days AL MANAH 6,696
AL RUSAIL 2,050
SOHAR I 609
BARKA II 2,526
SOHAR II 1,842
BARKA III 1,886
Q 2&3 - 2014 www.stomo.com.om2 3
Words of
wisdom
Did you know that...
Health and Safety Environment
Ian AgnewHSE Manager
One man’s style must not be the rule of another’s. (By Jane Austen) GDF SUEZ have been awarded 10 solar-panel projects in France for a combined power of 53.35 MWc with La Compagnie du Vent and La Compagnie Nationale du Rhône.
Training
Yahya Al Zakwani Training Manager
For the last two quarters and
as the annual outage periods
have been completed, most
of the training programs have
been commenced as per the
schedule and the majority
of employees have devoted
more time on different training
programs offered by STOMO,
especially the online HSE
and INSTINCT training. The
training hours observed has
increased and show good
indication accordingly. The
follow up and monitoring
process is continuing to ensure
the completion of training /
refresher as per the schedule.
The last batch of trainees
who joined on the 1st April
are continuing their training
program and they should
commence their second
half of the program by the
beginning of the last quarter
2014. They have been moved
to different plants sites where
they will cover the shortages
accordingly and currently they
have commenced on the job
training. The assessment and
mentoring plan is already in
place and has been processed
on a regular basis. New
internal training programs for
trainee CCR and SCE has been
established for Barka II due to
the significant shortages and
resignations which took place
recently.
Different groups of fresh
graduate students from
technical colleges have been
conducted on, on the job
training within STOMO for a
time period of 4 to 6 weeks.
This practice which is normally
offered by STOMO is part of
our commitment to serve
local communities and to
continue building good social
relationships.
During the quarter fifteen employees were recruited in the position as below;
General Manager - HQ (1)Training Manager - HQ (1)Procurement and Stores Manager - HQ (1)Electrical Engineer - Rusail (1)Trainee I&C Engineer - Sohar II (1)Trainee Mech Tech. - Sohar I (1)Trainee Local Operator - Barka II &III (8)
Eighteen employees left the organisation of the following positions;
General Manager - HQ (1)Project Manager - HQ (1)Maintenance Manager - Rusail (1)Electrical Engineer - Rusail,Sohar II (2)Shift Charge Engineers - Barka II & III (3)Control Room Operators - Barka II & III, Sohar I (5)Local Operator - Sohar II (1) Electrical Technician - Barka II (1)Shift Chemist - Barka II, Sohar I (3)
Ministerial Decision 248/2014
regarding Omanisation was
issued and STOMO is working
on a plan to attain it. We are in
the process of meeting various
authorities like PWPA and AER
so that the plan is implemented
in a structured way without
comprising the reliability and
safety of the people and plant.
Q 2&3 - 2014 www.stomo.com.om4 5
Words of
wisdom
Did you know that...
Human Resources
Hilal AL Sinani’s Sohar IDaughter - 16.04.2014
Hajer Ahmed Barka III Daughter - 03.06.14
Abdullah AL Awfi Sohar IDaughter - 17.06.2014
Hamed Said Al Hakmani ManahDaughter - 04.04.2014
Faisl Nawaz Sohar II Daughter - 07.09.14
Mohammed Al SaidiSohar I and Ibtisam Al Akhzami Sohar II. Son - 29.04.14
Zayid Mahmood Al-AbriManah Daughter - 17.05.2014
Salim Juma Al Hakmani Barka III Son - 19.06.2014
Back row: Nasser Al Rahbi, Juma Al Balushi, Ibrahim Al Maharbi and Satheesan Moothedath Front row: Jothi Kumar, Geetesh Tamse and Sunil Kumar
New
Born
Great ambition is the passion of a great character. Those endowed with it may perform very good or very bad acts. All depends on the principles which direct them. (By Napoleon Bonaparte)
GDF SUEZ, through its Brazilian subsidiary Tractebel Energia, announces that full commercial operation has been achieved at the 115 MW Trairi wind parks located in the state of Ceará in Northeast Brazil.
Q 2&3 - 2014 www.stomo.com.om6 7
Words of
wisdom
Did you know that...
Technical Support
Naveen C. Jha, Technical Support Manager
Stomo Q3 Operation Data: Availability* Forced Outage* Export**
Power Water Power Water Power(MW) Water(M3)Actual 99.2% 97.3% 0.6% 0.0% 5,427,808 24,591,407 Budget 98.1% 96.2% 1.9% 1.5% 4,980,911 23,682,545 Variance 1.1% 1.1% -1.3% -1.5% 9.0% 3.8%
* STOMO plants quarterly average. **STOMO plants quarterly cumulative.
Stomo Q2 Operation Data: Availability* Forced Outage* Export**
Power Water Power Water Power(MW) Water(M3)Actual 96.0% 94.1% 3.9% 0.3% 5,157,851 22,729,337 Budget 96.0% 96.1% 2.2% 1.5% 4,480,886 23,178,695 Variance 0.0% -2.0% 1.7% -1.2% 15.1% -1.9%
* STOMO plants quarterly average. **STOMO plants quarterly cumulative.
The plants have completed the summer period
operations and the third quarter performance
was better than the second.
The availability of STOMO fleet during the
second quarter is on budget for power and lower
for water. The forced outage is lower for water and
higher for power than the budget due to GT2A
GCB failure at Manah. Water export is lower than
the budget.
The availability of STOMO fleet during third
quarter is higher than budget for power and
water. The forced outage is lower for power and
water than the budget. The Power and Water
export is higher than the budget mainly due to
high summer demand leading to higher loading
of our plants.
STOMO KPI and Monthly report is circulated
every month. The INCOME self-assessment
in MOSAIC is completed for 2014. Training of
new INCOME tool MOSAIC was organised for
BPO’s in Barka II and Sohar I. Implementation
of the INCOME scope of 2014 is in progress.
Operational Excellence gap analysis completed
for all STOMO plants with the help of HSE/
INCOME expert from GDF Suez London office.
The spider chart is as below:
The follow up Internal Audit has been
completed by GDF SUEZ corporate IA team
during the 29th April to 8th May. Out of a
total 174 findings, 143 are closed. Four new
findings added as Observation (*) during
this audit. Currently STOMO has a total of 35
findings. Most of the 35 outstanding items are
targeted to be completed by December 2014.
Internal Audits points are being closed by the respective departments. Below is the current status:
Income:The INCOME implementation scope for 2014 is achieved.
Entity Process Frame work Due Date CommentsSTOMO Industrial Safety (Operations) IND2 Dec-14 Self-assessment done
STOMO Industrial safety (Maintenance) IND3 Dec-14 Self-assessment done
STOMO Sourcing PRO0 Dec-14 Self-assessment done
STOMO Supplier’s Base PRO1 Dec-14 Self-assessment done
Internal Audit:Below is the table for new findings:
Plant/ Department Total In progress Closed *** ** * ObservationFinance 6 6 0 0 2 3 1
Procurement 4 4 0 0 3 1 0
IT 4 3 1 2 1 1 0
HR 5 5 0 0 4 1 0
B2 O&M 7 7 0 1 4 1 1
S1 O&M 5 2 3 0 2 1 2
B2S1 HSE 4 3 1 1 1 2 0
Total 35 30 5 4 17 10 4
6
5
4 4
5
7
5
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0
1
2
3
4
5
6
7
8
May
Aug
Nov
Feb
May
Aug
Nov
Feb
May
Aug
Nov
Feb
May
Aug
Nov
Feb
May
Aug
Nov
Feb
May
Aug
Nov
Feb
May
Aug
Nov
Feb
Finance Procurement IT HR B2 O&M S1 O&M B2S1OM&HSE
% Co
mpletion
No. of Findings
Internal Audit Findings Status as on Sept 2014 after followup audit (in Apr-‐May 2014)
Closed Total % Completion
Experience is the teacher of all things. (By Julius Caesar) In the last three months, GDF SUEZ E&P successfully started up the production of three operated oil and gas fields in the British and Dutch North Sea: Orca, Amstel and Juliet fields. The development phases took less than three years and illustrate the technical expertise of GDF SUEZ E&P affiliates in Northern Europe. In addition, new volumes just came on stream in Norway and will come later this year in the Netherlands.
We have achieved almost 99%
uptime on all the servers in
the last quarter. The major
issue with the Storage was
solved by changing the
storage controller card. We
are now working to improve
functions in SAP, IT helpdesk
portal and connectivity. We are
also working on Wonderware
historian for plant data
upgrade at Sohar I and Barka
II with centralized reporting
server.
I appreciate the IT team
for their dedication and
cooperation to achieve our IT
objective for the company.
The audited financial statement
of 2013 has been approved
and the second quarter 2014
financial reports have been
submitted to the Board of
Directors.
The budget for 2015 and
PAMT 2016-2020 has been
reported in SMART and
presented to Dubai Office.
Income tax assessment for the
year 2010-2012 is in progress.
Internal Control Health Check
2014 has been submitted to BEI.
I appreciate the finance team
and all other departments’ staffs
for their cooperation and efforts
to attain the STOMO objectives.
Q 2&3 - 2014 www.stomo.com.om8 9
Words of
wisdom
Did you know that...
Information Technology
Mirza Jawad, Musa Al Balushi, Shageen Prabhakaran and Yasir Qazi Majid
Finance
Back row: Rithesh Suseela Raj, Ravi Chandran, Gexon george and Saif SalehFront row: Maitha Al Burtomani, Nasra Al Harrasi and Zayana Al yahmadi
Have no fear of perfection - you’ll never reach it. (By Salvador Dali)
Purchasing
Back row: Hanees, Mohammed Iqbal, Prabhakar and Ali BhattiFront row: Abdul Rahman, Ivan D’Souza, Paulson and Mahmood
We started during the second quarter to cater ‘Optimum Procurement Support’ with the aim
to improve processing time for the purchasing pipeline. The monthly meeting appeared to be
road to success and we aim to continue the same proactive program to further strengthen
procurement bonds with sites. Great collaboration and response was observed from all sites.
Special measures were placed to ensure and promote successful implementation of ISO
14001 and OHSAS 18001 from contractor’s point of view. We have been actively participating
in site HSE initiatives so as to plug in gaps and contribute to overall company’s HSE objective.
Tenders were formulized by issuing SAP Contracts during the second quarter. SAP AMC and
Scaffolding Service being current primary requirements were successfully finalised. Several
other contracts were in place namely maintenance manpower hiring (long/short term), annual
maintenance of air compressors, drinking water service etc. The road map was also drawn to have
new contracts in place for recurring activities across STOMO sites and hence contribute to overall
savings targets.
Purchasing statistics showed processing of 1,066 purchase order and 109 contract line items during
2nd/3rd quarter. We ended the quarter by gearing ourselves to support upcoming winter maintenance
for spares and services.
On the occasion of the visit of a French government delegation to Mexico, Gérard Mestrallet, Chairman and CEO of GDF SUEZ, signed a Memorandum of Understanding and Cooperation with Emilio Lozoya, Chairman and CEO of PEMEX, to develop natural gas and other energy projects in Mexico. Mexican and French Presidents Enrique Peña Nieto and François Hollande were present at the signing.
Q 2&3 - 2014 www.stomo.com.om10 11
Words of
wisdom
Did you know that...
The second and third quarter
for 2014 has now been
completed and we had less
activity compared to the first
quarter. A lot of effort was
made towards housekeeping
in the second quarter,
disposing off scrap turned out
after maintenance. The plant
operated at an average load
factor of 74% and an average
forced outage rate of 0.7%
during this period. Significant
events, which contributed to
forced outage rate during the
period Q2-3 2014, were
� GT6 for 37 hours in May as
during start-up the main
atomizing air compressor
was not building pressure
and had to be replaced.
� GT5 for 12 hours in May to
attend cracks in the exhaust
plenum
� GT3 for 101 hours in August,
when planned outage for
generator transformer
inspection and oil filtration
exceed planed outage
interval.
� GT8 for 10 hours when
turning gear flexible
coupling failed before
startup.
Plant dispatch regime is highly
cyclic with a low FFH/FFS ratio
and main contributory factor
to frequent forced outages and
emergency call out duty for
maintenance staff. I appreciate
their response to such calls
and also thank purchase
department in arranging
service as well as parts,
whenever required. Pre outage
planning was carried out along
with WoodGroup for upcoming
planned inspections for outage
season 2014-15. Woodgroup
is now known as Ethos Energy
after they went into joint
venture with Turbocare.
Q3 was a period of anxious
moments with high DGA
recorded in GT3 transformer.
This transformer would be
replaced in October. This
was an absolute test of risk
propensity levels with high
commercial stakes. However,
appreciate adaptive approach
of OEM , Voltamp in carrying
out daily DGA analysis.
Environment, Health and Safety:There was no Lost Time
Accidents during the period
and Rusayl Power plant
achieved 2,000 days without
LTA as of the 13th August 2014.
The team made adequate
preparation based on
weather alert in the month
of June. Fortunately, as the
storm changed its course,
high alert was withdrawn.
We appreciate the effort of
STOMO HO HSE department
in providing guidance during
the high alert period.
In September, Yousuf Rabani,
Mechnical Engineer moved to
Manah and he will be missed
during the forthcoming planned
inspections. We wish him
well for his new assignment
and congratulations on his
promotion.
Srinivas VandlamaniSite Manager
Many of life’s failures are people who did not realize how close they were to success when they gave up. (By Thomas A. Edison)
Rusail Power Plant Business Summary Rusail News
FarewellOn the 21st September, Rusail staff arranged a
farewell meal for Mechanical Engineer, Yousuf
Rabani who has since been promoted to Trainee
Maintenance Manager at Manah Power Plant.
Congratulations!!
Iftar Rusail staff celebrated their Iftar dinner on the
7th July at a restaurant in Al Khoud.
Rusail – Farewell
On the 21st September, Rusail staff arranged a farewell meal for Mechanical Engineer, Yousuf Rabani who has since been promoted to Trainee Maintenance Manager at Manah Power Plant. Congratulations!!
Rusail -‐ Iftar
Rusail staff celebrated their Iftar dinner on the 7th July at a restaurant in Al Khoud.
GM VisitOn the 12th May, Ian Agnew (HSE Manager) took Mike Maudsley (GM) on a trip to Rusail to meet the
team. The day consisted of a sit walk, speeches and lunch. Nice effort Rusail!!
Rusail – GM Visit
On the 12th May, Ian Agnew (HSE Manager) took Mike Maudsley (GM) on a trip to Rusail to meet the team. The day consisted of a sit walk, speeches and lunch. Nice effort Rusail!!
Rusail – GM Visit
On the 12th May, Ian Agnew (HSE Manager) took Mike Maudsley (GM) on a trip to Rusail to meet the team. The day consisted of a sit walk, speeches and lunch. Nice effort Rusail!!
GDF SUEZ announces the transshipment of a liquefied natural gas cargo at the Montoir-de-Bretagne LNG terminal.
Q 2&3 - 2014 www.stomo.com.om12 13
Words of
wisdom
Did you know that...
Matt York Site Manager
Overall our EH&S performance
remained positive during the
last half a year with a few near
misses being reported. I would
ask that you review these
reports when you get a chance
as these are considered ‘free
lessons learned’.
I would like to highlight a few
Permit to Work violations which
were observed during the last
quarter which highlights our
need to increase monitoring
and scrutiny amongst the
team. These processes have
been set in order to ensure you
and your team’s safety and as
such it is paramount that each
work party adheres to them.
Please ensure that the process
is followed and completed fully
prior to work commencement.
During the month of
May the site underwent an
Internal ISO/OHSAS audit in
effort to drive improvement /
check compliance within the
business. As an outcome
there was no major non-
conformances (meaning we
did fairly well), however there
was some opportunities for
improvement which were
observed and have been added
to Intelex allowing systematic
follow-up.
Our Intelex observations
have been steady on a
monthly basis averaging about
one entry per two people.
Please remember that HSE
observations input into the
system drive our overall HSE
focus during the month/
quarter. For the system to
properly function we need each
of your inputs! Please continue
to add these observations as it
helps improve the overall sites
safety.
A minor fire event took
place at the site during
June which was attributed
to improper storage of an
oxidizing chemical which
reacted with a wooden pallet.
This was a valuable learning
experience for the site in order
to prevent reoccurrences. The
management has reviewed the
event and provided a number
of actions in order to prevent
reoccurrences.
RAY ECOLOGIC has
continued with the fuel oil
remediation efforts with
significant progress over the
quarter. A sampling program
is underway in effort to
demonstrate compliance with
MECA’s final requirements….
Preliminary results are showing
good progress!
The RO plant remained a hive
of activity during the quarter
due to an 11kv transformer
feeder cable failing during
the month of June, which was
quickly isolated and repaired
by the EMD, many thanks to
all involved, and the premature
failure of HPP 23 lead by
our mechanical team. IC
continued to support the plant
operations on a daily basis with
far too many emergent items
to list…
We faced both a condenser
tube leak and a HRSG leak
during the month of August
creating a swirl of activity
amongst the team; however
both events were attended
in a timely and professional
manner.
Despite a few hiccups
mentioned above during
the first ¾ of the year our
availability remains ahead of
the of the budgeted values
year to date demonstrating
a great team commitment.
Overall it has been a great
2014 to date let’s keep up the
positive results!
GDF SUEZ inaugurated the 375 MW Uch II gas-fired power plant on the 25th April, following successful achievement of commercial operation earlier this month. Located in Pakistan’s southwestern province of Balochistan, Uch II is an extension to the existing 551 MW Uch plant. GDF SUEZ has majority ownership in both Uch and Uch II power plants.
Barka II Power and Desalination Plant Business Summary Barka II News
Freed TurtleOn the 15th May, chemical
handler Mr. Elango and Mr.
Nawaz successfully rescued a
sea turtle which was stranded
in the RO water intake pond.
Well done!!!
Bonding:Barka II operations department arranged a party
at a farm in Barka on Saturday 3rd May, this was
an opportunity for the staff to get together;
talk, play and carry out team building activities.
It was purposely decided to prepare the lunch
themselves in order feel the team work, it was
full day activities where the staff enjoyed and
gained lot of team building skills.
Think of all the beauty still left around you and be happy. (By Anne Frank)
STOMO welcomed Takatuf
Scholars recently for a
guided tour of the Barka II
Desalination and Power Plant.
The objective of the plant visit
was to give young learners a
first-hand understanding of
the operations and processes
at a state-of-the-art water
desalination and power
generation plant. Takatuf
Scholars and instructors visited
the plant in two batches; 71 of
them visited on the first day
and 87 on the second.
Welcoming the students,
Mr Matt York, Site Manager of
Barka II began the tour with
a presentation of STOMO’s
role in managing the plant
as well as explaining the
B2 - Takatuf
processes involved for efficient
power generation and water
desalinisation. The scholars
were then separated into
smaller groups and escorted
by STOMO staff to receive a
behind the scenes tour of the
plant, including the control
room, power generating gas
turbines and the reverse
osmosis (RO) plant.
At the Barka II plant, water
is produced through a two-
stage Degrémont reverse
osmosis process, outputting
approximately 26 million
imperial gallons a day (MIGD)
or 120,000 cubic metres per
day.
Q 2&3 - 2014 www.stomo.com.om14 15
Words of
wisdom
Did you know that...
Barka II News
Practice DrillOn the 26th June, a rescue drill was conducted at B2 by the Emergency Response Team. The drill went
well and according to plan. They did a final close out meeting and noted down areas to improve on.
We cannot teach people anything; we can only help them discover it within themselves. (By Galileo Galilei) Already a partner of women’s tennis and the French Tennis Federation for 22 years, GDF SUEZ is continuing and stepping up this commitment by signing a five-year agreement as an Official Partner of the French Internationals. This is the Group’s way of consolidating its commitment to the discipline, while bringing a new international dimension, in line with the Group’s presence in more than 70 countries.
Q 2&3 - 2014 www.stomo.com.om16 17
Words of
wisdom
Did you know that...
R. Asokan Site Manager
Manah has achieved 6,697 safe days at the end of third quarter 2014. One fire emergency mock
drill was conducted in co-ordination with civil defense another mock drill conducted internally for
oil spillage. Two near misses reported in this quarter.
� On the 31st August 2014 at 17:18, abnormal sound and smell was noticed during the shutdown of
the unit and while taking the unit into liquid fuel change over test. Short circuit occurred/determined
on unit SPEEDTRONIC panel. One of the Marshall cards found burned and damaged.
� Metal grinder was connected to power socket and its switch was kept in ON position. Switched off
the grinder and removed the power socket.
Environment, Health and Safety:
Plant Safety Statistics
01-04-2014 30-09-2014Number of ‘Safety walks’ 24Number of ‘Safety inductions(contractors)’ 41
Number of ‘Safety inductions(visitors)’ 23Number of ‘Tool box talks’ 536Number of ‘Near Miss’ reports 2Number of ‘Safety committee meetings’ 4Number of ‘Environmental Incidents’ 0Number of ‘Hot Work’ permits 42Number of ‘Confined space’ permits 7Number of ‘Work at Height’ permits 3Number of Risk assessments 438Number of safety observations 186
Plant operation and Maintenance:The reliability of the plant was 88.79%.
The availability was 87.75% against
budgeted 94.36%.The plant generated
767.752 GW electricity. The total
export was 762.032 GW and the import
was 538 MW. Gas turbines registered
13920 fired hours and 275 starts.
The load factor was 61.10% against
budgeted 68.40%.The forced outage
was 11.20% against the contractual
allowance of 4.16%.New breaker
installed and commissioned in GT2A.
Capacity Vs Generation
Reliability
Happiness is a butterfly, which when pursued, is always just beyond your grasp, but which, if you will sit down quietly, may alight upon you. (By Nathaniel Hawthorne)
Capacity Vs Generation
Reliability
Availability
Load factor
Availability
Load factor
Unit fired starts overview
Forced outage
Planned Unavailability
Unit fired starts overview
Forced outage
Brazil 2014: the GDF SUEZ Foundation and its partners, the “Académie Bernard Diomède” and the Gol de Letra Foundation launch a solidarity initiative
Manah Power Plant Business Summary
Q 2&3 - 2014 www.stomo.com.om18 19
Words of
wisdom
Did you know that...
Manah Visit On the 11th May, Mike Maudsley (GM), Ian Agnew (HSE Manager), Geetesh Tamse (HR Advisor) and
Juma Al Balushi (HR Manager) took a trip to Manah Power Plant in order for Mike to meet the team.
As always Manah had a well organised day planned out with a site visit, tree planting and lunch.
Manah Visit
On the 11th May, Mike Maudsley (GM), Ian Agnew (HSE Manager), Geetesh Tamse (HR Advisor) and Juma Al Balushi (HR Manager) took a trip to Manah Power Plant in order for Mike to meet the team.
As always Manah had a well organised day planned out with a site visit, tree planting and lunch.
Meet, greet and lunch
GM Tree Planting
GM Tree Planting
Manah Visit
On the 11th May, Mike Maudsley (GM), Ian Agnew (HSE Manager), Geetesh Tamse (HR Advisor) and Juma Al Balushi (HR Manager) took a trip to Manah Power Plant in order for Mike to meet the team.
As always Manah had a well organised day planned out with a site visit, tree planting and lunch.
Meet, greet and lunch
Manah Visit
On the 11th May, Mike Maudsley (GM), Ian Agnew (HSE Manager), Geetesh Tamse (HR Advisor) and Juma Al Balushi (HR Manager) took a trip to Manah Power Plant in order for Mike to meet the team.
As always Manah had a well organised day planned out with a site visit, tree planting and lunch.
Meet, greet and lunch
GM Tree Planting
Juma Tree Planting
Meet, greet and lunch
Manah News
Manah – Iftar
On the 3rd September, Manah celebrated Iftar at site with the employees.
Manah – Iftar On the 3rd September, Manah celebrated Iftar
at site with the employees.
Geetesh Tree Planting
Site Tour
Site Tour
Site Tour
Site Tour
Ian Tree Planting
Juma Tree Planting
Ian Tree Planting
Juma Tree Planting
Geetesh Tree Planting
Ian Tree Planting
Geetesh Tree Planting
Love is never lost. If not reciprocated, it will flow back and soften and purify the heart. (By Washington Irving) Following a national public tender process, the French State has selected the group comprising GDF SUEZ, EDP Renewables, Neoen Marine and AREVA to install and operate offshore wind farms in the areas of Tréport (Upper Normandy, 500MW) and the Isles of Yeu and Noirmoutier (Pays de la Loire, 500MW).
Q 2&3 - 2014 www.stomo.com.om20 21
Words of
wisdom
Did you know that...
Rajesh Srinivasan,Maintenance ManagerMike Mosley, Site ManagerSaud Al Waili, Operations Manager
During the second quarter
of 2014, team members
continued with positive
node and enthusiasm with
safety as top priority in the
Safety Management system
and Intelex. Sohar I team
members participated in
instinct training, fresh eyes,
safety walks and tool box
talks. There was no LTA
and two near misses were
reported during this second
quarter. The plant has
completed implementing
the recommendations of the
audits which were identified.
Sohar Power Company
arranged a party for all sohar
operation and maintenance
company employees at
Crowne Plaza, Sohar for
good performance during
2013 & 2014.
During the second quarter
CEO of OPWP visited Sohar
I. Also, chairman of PAEW
(Mohammed Bin Abdullah
Al Mahrooqi) visited Sohar
I as per SPC request to
discuss with SPC and SOMC
about challenges and to
discuss next planned winter
maintenance activities on
2014 & 2015.
In the month of May the
corporate auditors from
London, inspected the site as
a follow up audit of previous
visit.
During the third quarter
Mr. Graeme York from
Corporate office London
made a site visit and gave a
speech on his satisfaction
about the plant upkeep.
This second and third
quarter, the plant power
production, availability
achieved was higher than
budgeted value. The
availability was 99.866%
higher than the budgeted
97.70% for power and
production clocked
1,587,925 MW less than
budgeted 1,782,454 MW.
Reliability achieved was
better than budgeted value.
The reliability was 99.914%
higher that the budgeted
97.70%.
The availability of water
plant was less than budgeted
value during this quarter. The
availability was 96.844% less
than the budgeted 97.90%.
The water production
clocked 21,170,797 m3 less
than budgeted 21,728,829
m3. Reliability achieved was
better than budgeted value.
The reliability was 99.796
% higher than budgeted
97.90%.
The operation and
maintenance team had their
appreciation dinner as a
team building approach.
The Site Management
appreciates the team effort
with big a THANK YOU for
the year 2014 so far and
reciprocates the professional
approach by each and
every employee at site. As a
professional team we would
continue to have effective
participate in health, safety
and environmental programs
to help lead us toward
operational excellence at
the plant site, and as part of
the STOMO organisation. We
as a team pass on our warm
wishes all STOMO family &
readers on the Eid festive
occasion.
Sohar I Power and Desalination Plant Business Summary
Load Factor 2014 (Power and water)
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Jan-‐14 Feb-‐14 Mar-‐14 Apr-‐14 May-‐14 Jun-‐14 Jul-‐14 Aug-‐14 Sep-‐14 Oct-‐14 Nov-‐14 Dec-‐14
Power Load Factor (Actual) Power Load Factor (Budget)
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
Jan-‐14 Feb-‐14 Mar-‐14 Apr-‐14 May-‐14 Jun-‐14 Jul-‐14 Aug-‐14 Sep-‐14 Oct-‐14 Nov-‐14 Dec-‐14
Water Load Factor (Actual) Water Load Factor (Budget) Forced Outage 2014 (Power and water)
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
Jan-‐14 Feb-‐14 Mar-‐14 Apr-‐14 May-‐14 Jun-‐14 Jul-‐14 Aug-‐14 Sep-‐14 Oct-‐14 Nov-‐14 Dec-‐14
Forced Outage Rate (Actual) Forced Outage Rate (Budget)
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
Jan-‐14 Feb-‐14 Mar-‐14 Apr-‐14 May-‐14 Jun-‐14 Jul-‐14 Aug-‐14 Sep-‐14 Oct-‐14 Nov-‐14 Dec-‐14
Forced Outage Rate (Actual) Forced Outage Rate (Budget)
The aim of argument, or of discussion, should not be victory, but progress. (By Joseph Joubert) To support its ambitious development strategy in renewable energies and energy efficiency, GDF SUEZ today issued a Green Bond of €2.5 billion. The bond has two tranches: a 6-year tranche of €1,200 million with a 1.375% annual coupon, and a 12-year tranche of €1,300 million with a 2.375% annual coupon. The average coupon amounts to 1.895% for a 9.1 years average duration. The bond was 3-times oversubscribed and very successful with French, German and UK institutional investors. Strong demand came from investors focused on environmental and socially responsible investing who bought 64% of the issue.
Q 2&3 - 2014 www.stomo.com.om22 23
Words of
wisdom
Did you know that...
Sohar I News
PAEWOn the 21st April, Sohar I
organised a meeting with PAEW
at the plant.
Appreciation LunchOn the 13th May, Sohar I hosted an appreciation lunch for the staff after they completed winter
maintenance and performance tests at the plant site.
S1 – PAEW:
On the 21st April, Sohar I organized a meeting with PAEW at the plant.
S1 – PAEW:
On the 21st April, Sohar I organized a meeting with PAEW at the plant.
LabrolecOn the 11th – 12th June, a few
staff from Sohar I attended
the Combustion Training by
Laborlec in Dubai.
Graeme York On the 27th August, Graeme
York, Head of Operations, GDF
Suez Energy in London visited
Sohar I Power Plant.
Maintenance On the 25th June, Sohar I hosted
a maintenance department
team building dinner at the
Sadaf Restaurant.
Operations On the 16th June, Sohar I hosted
an operations department
team building dinner at the
Sadaf Restaurant.
Limestone HopperSTOMO likes to strive on continues improvement and that’s what they did at Sohar I. It was observed
that the Hopper height design was inadequate and therefore, they have modified it by extending the
Hopper to eliminate the line granule spillage on the floor. This has reduced the risk and improved the
environmental and personal safety for any possible trip hazard. During this the Hopper, conveyor,
ejectors, pumps, motors and piping have also been painted. Well done Sohar I.
The task of the leader is to get his people from where they are to where they have not been. (By Henry A. Kissinger) A previous global agreement was reached in 2010 on fundamental rights, social dialogue, and sustainable development. This second agreement is based on the strong commitment of the Group’s senior management for its social policy to be in line with the Group’s core values: Drive, Commitment, Daring and Cohesion. It bears witness to the importance of social dialogue at GDF SUEZ.
Q 2&3 - 2014 www.stomo.com.om24 25
Words of
wisdom
Did you know that...
Kanchan Shere and Tomaz GuadagninMaintenance and Operations Managers
Sometimes - history needs a push. (By Vladimir Lenin)
The second and third quarter
of 2014 started off and as
expected, with higher ambient
temperatures leading all three
units in operation. Later in
May, the maximum ambient
temperature at the site was
recorded at 44 Deg C however;
it is known that it has gone
much higher in some areas of
the country. As the temperature
went up, the Grid demand and
subsequently the power plant
load factor were noticed to be
significantly higher than the
previous quarter and also higher
than budgeted. The plant has ran
in combined cycle for the whole
period. GT11/HRSG11 were
switched on and off a few times
as per the Load Dispatch Center
request. The reliability of the
plant during both quarters was
maintained at 99.98%.
Barka III Power Plant closed
the third quarter with 1,186 days
without any lost time accident
which is equal to the number of
days the Barka III team has been
mobilized to site.
The plant operational
performance continued to be
remarkable. During the quarter,
GT11 was taken on a short outage
in order to address one critical
problem that was affecting the
unit protection. Despite the fact
the unit did not come to a trip,
a decision was made to take the
Barka III Power Plant Business Summary
GDF SUEZ is pleased to announce the inauguration of the on-shore storage tank for the GNL Mejillones LNG regasification terminal. The tank was inaugurated today by the President of Chile, Michelle Bachelet and the Chairman and CEO of GDF SUEZ, Gerard Mestrallet.
unit out of service to repair the
defect and such has accounted
as forced outage. All actions were
taken to minimize the outage
duration and in cooperation
with the Load Dispatch Center,
Siemens site team and Siemens
hotline support as “Remote
assistance” from Germany.
The works were carried safely
and successfully thanks to the
high level of commitment and
professionalism of all personnel
involved.
EPC Contractor is still present
at site but as the number of
pending issues slowly reduces,
and then this reflects on the
number of EPCC staff. STOMO
and EPC Contractor are able to
maintain a very constructive
work relationship which has led
us to have many issues solved
on a short span of time. Some
problems still remain but we are
sure that they will be all addressed
by Siemens and GS in due time.
During the last weeks of the
third quarter, EPCC was very busy
planning the annual scheduled
outage on GT/HRSG11 being the
last opportunity to carry out their
works prior to warranty period
expiration.
It was also during the second
quarter that the Integrated
Management System
implementation has kick in.
Several meetings, discussions
and training sessions have
taken place with our external
consultant (Velosi). By the end
of the period, Barka III Power
Plant was well ahead of the
implementation schedule. The
Certification Audit is going to
take place in November this year.
The testing of Management
of Change (MOC) module
continued in the final stage and
shall roll out during the fourth
quarter.
Barka III News
B3 – Farewell On the 28th August, Barka
III hosted a farewell party for
Khalil Al Zaidi and D. Ganesh,
Shift Charge Engineers at the
plant site. Good luck to the
both of you!!
Q 2&3 - 2014 www.stomo.com.om26 27
Words of
wisdom
Did you know that...
By the end of the third quarter, Sohar II Power Plant completed 1,182 days without a lost time accident. However, two serious medical treatment cases in the second and third quarter reminded us of the importance of planning and risk assessing every task and the importance of identifying and acting upon unsafe acts. Availability wise, again great results in the second and third quarter: only two short duration forced outage, one in April due to wrong protection settings of 11kV switchgear and one in September due to failure at the sea water supplier causing a trip of all sea water pumps. A sincere *thank you* to all staff! Al Batinah Power Company hired a GDF SUEZ specialist to review Sohar II Power Plant performance with regards to the continuous fuel demand losses.
Staff prepared for ISO140001 and OHSAS18001 certification. Certification is scheduled for
December 2014. Staff are also working on completing several BARS related tasks.
The Warranty Period for the Open Cycle units ended on the second of June. Combustion chamber accelerations and circulating water pumps vibrations continue being major concerns. A combustion chamber inspection will be carried out after combustion chamber accelerations caused two trip events in October. One circulating water pump had to be completely overhauled after its vibrations reached trip levels. A second circulating water pump is scheduled to be completely overhauled in October-November after its vibrations reached nearby trip levels.
Again, several new underground firefighting pipe leaks in the second and third quarter. EPCC has replaced two lengthy underground
HDPE firefighting pipe sections with coated steel pipe, which is expected to improve the situation in those areas. Other pending important issues are a.o. GTG12 high hydrogen consumption causing regular hydrogen supply isolations, GT11 diverter damper fast closing function failure causing GT trip in case of HRSG trip, steam turbine turning gear fails due to high torque on the steam turbine shaft and GT hot air/gas leaks. A failure of the demineralization system has kept EPCC and STOMO busy for two weeks. Water was supplied by road tanker from Sohar Aluminium Power Plant as a temporary solution. A significant oil leak on the hydrogen seal oil system as well as a significant water/steam leak on a reheat attemperator spray control valve were repaired online. Great efforts contributing to excellent results!
Ganesh Gandhi and Frederik BaertsMaintenance and Operations Manager
What is necessary to change a person is to change his awareness of himself. (By Abraham Maslow)
The summer of 2014 was
quite different for the Fleet
Maintenance (FM) team
compared with the previous
years. While usually this was the
time for reporting, tools revision
and repairs and of course a well
deserved rest, this year new
challenges were arisen.
On the request of Dubai HO,
a GDF SUEZ team was formed
to support the newly acquired
plant in Meenakshi, India.
Based on skills demanded
for this project, FM sent two
highly skilled individuals from
the team (Project Manager/
turbine specialist, as well as
senior planner) in phase one
and in phase two, two of the
turbine mechanics. The project
was more than three months of
overseeing major inspections
for two steam turbines. This was
a challenge for the team due to
local conditions, collaboration
with plant personnel as well as
steam turbine manufacturer
personnel. The project was a
success and the team returned
after almost four months,
although one FM team member
stayed for local support. All
FM personnel contributed to a
successful outage and the plant
management acknowledges
and appreciates the team’s
dedication and professionalism
(especially during the holy
month of Ramadan for our
Omani GT technicians).
Moreover, because the local
operator could not load ST1
at base load, the FM Project
Manager returned to India
and in one week the interval
problem was solved and the
unit was fully returned to
commercial operation, this
proving the high expertise
and short delivery by FM, with
Daniel PeteanuFM Manager
Sohar II Power Plant Business Summary Sohar II News
Fleet Maintenance Business Summary
GDF SUEZ and the Japanese utility company Tohoku have signed on 16 May 2014 in Paris a long term LNG sale and purchase Heads of Agreement. Under this new agreement GDF SUEZ commits to deliver 270,000 tonnes per year (tpa) of liquefied natural gas (LNG) to Tohoku Electric Power. The long term contract will start in 2018 and last for a 20-year period.
considerable savings for the
company.
While the Meenakshi project
was ongoing, an emergency
call was received from Umm
Al Nar power plant in the
UAE, requesting FM support
for a steam turbine bearings
replacement and alignment
works. Local investigation and
skills evaluation for personnel
as well for possible contractors
confirmed FM capacity for
the job, so the challenge was
accepted and the rest of the
team shifted to the UAE. The
time for project preparation
was short and the mobilization
was done on emergency basis,
as well as site preparation and
tools evaluation. Site conditions
were hard, with working
temperatures being higher
than 50 deg. C near the turbine,
plant access restrictions (plant
operator support was extremely
helpful) and quite vague
turbine documentation.
Despite all these, the
FM team and contractors
mobilized exemplarily and the
full project of replacement
of eight bearings (six for the
steam turbine and two for the
generator) plus final alignment
was finalised in three weeks,
with shifts working around the
clock (12/12), turbine being
started and currently running
in normal operating conditions.
What is also very important to
mention, and this is something
FM is always struggling for
without compromise, is that
both projects finished with
immaculate HSE records.
These two projects
highlighted one more FM
capacity of mobilization,
support and execution of
complex activities, for whatever
expertise is requested and
available in the team (not
strictly related to gas turbines
and FM main contractual
obligation). All personnel
responded in a professional
way although coming after
a hard season, being 100%
focused on project execution
and HSE requirements. I want
to thank all team members for
their devotion and hard work;
this is for me the best evidence
that FM is a strong organisation
capable for new challenges
and looking for new business
perspectives.
FootballSohar I and II football team participated in the league cup
for all Sohar industrial port companies which, was held at
the Alauroba Football Land, on the 29th June.
Q 2&3 - 2014 www.stomo.com.om28 29
Words of
wisdom
Did you know that...
FM IftarFM hosted their annual Iftar dinner on the 21st July at the
Iranian Sadaf Restaurant near City Centre.
V94.2 Gas Turbine Users Conference The 23rd Users conference for Siemens V94.2 gas
turbines, was held at the Shangri-La, Barr Al Jissah
resort, Muscat, between 23rd and 25th September
2014. This was organised by STOMO Fleet Maintenance
and it was a real success, all parties congratulated
the organiser’s team and appreciated the level of
information and technical news submitted. For the
first time the third party companies (parts and service
providers, which also were sponsoring the conference)
were collaborating and introducing themselves to
the users group, this establishing a benchmark in
the conference history and a significant point to be
followed in the next gatherings.
Fleet Maintenance News Interviews
I believe that all roads lead to the same place - and that is wherever all roads lead to. (By Willie Nelson) GDF SUEZ is launching GDF SUEZ New Ventures, an investment fund to provide financing by the Group for innovative startups. The €100 million fund is part of the new GDF SUEZ endeavor to support innovation and develop new business in the energy sector undergoing rapid changes.
the environment that you work
in is critically important so I
will try and address all of these
over time, but it will take time
to get it right.
You have been essentially
managing one or two plants
and now in this new position,
you are entrusted with leading
the O&M team for six power
stations. How do you see this
change of responsibility?
This is a good an interesting
question. My role in some ways
has broadened in terms of the
number of assets and people
but the depth and complexity
of my responsibility has become
less. In my previous role I also
had full responsibility for the
long term asset management
and engineering integrity (which
here is the Owners responsibility).
A significant proportion of my
time was spent looking at the
longer term LTSA contracts,
investment requirements and
business/market strategies,
plus managing the dynamic
relationship with the Trading
activities of a Merchant Business
which is far more complex and
volatile than a PPA contract
here. So in summary I will just
devote my time differently, none
of the recent activities at the
sites are any different than I have
already experienced like, GRP
pipework failure, transformer
failure, generator issues, circuit
breaker failure, steam turbine
blade issues, H&S incidents,
recruitment challenges etc
all are the same as before but
just more of them, so time
management is the biggest
challenge for me and trying
to give everyone support that
needs it.
Looking back at your career,
which job responsibilities do
you think will be utilized most
here at STOMO and what are
those points?
Throughout my whole career
I can acknowledge that I
came from a very rigorously
structured H&S culture and at
a very early stage I learnt my
clear responsibilities here, so
instilling an even stronger H&S
culture at STOMO would be one
aspect. Also I see STOMO as a
people business and taking the
responsibilities to develop and
train people well is important to
me also and this is something
that I have taken very seriously
in previous roles. Many of my
previous roles have involved
improving the efficiencies of
structures and processes which I
also expect to add value here as
time progresses.
Every person has a style
of working. Do you think
the working style needs
to be adapted as you shift
from UK to Oman in view of
contracting culture between
the two places?
Interestingly everywhere I have
worked has had a different
culture and style of working
(even in the UK!) so I should
be used to accepting different
approaches and ways people
work by now. I have definitely
come here with an open mind
rather than preconceived views
and I am pleasantly pleased
with what I see – that doesn’t
mean to say I won’t try and
drive to improve things further
if I can. I am also keen to learn
and develop myself as well so
understanding different cultures
and ways of working will be good
for me too.
Looking back a few months
since you started STOMO,
has there been an occurrence
where you think you should
have done it differently?
I have tried very much to come
in and observe and not react to
every situation as it arises and
probably I may have reacted to
one or two things too soon. The
other aspect that I would change
if I had the chance again would
be to take a complete break from
my previous job. Many people
were probably not aware that I
was still doing my previous job
back in the UK for a few months
whilst been here, which was very
tiring and distracting, but I now
have full focus on STOMO only.
What is your message to
the STOMO team? Which
goals would you like them to
pursue?
The backbone of our business
must be to maintain high
standards of health and safety
and plant reliability – there
should be no compromise here. I
am a very competitive individual
and always revert to sports, I was
once a national Judo champion
years back and I’m a 2nd Dan
black belt – these achievements
do not come without clear
commitment, trying to improve
all the time, working hard and
staying focused – this is what I
need STOMO to do and I want
the Company to shine and be
the best example at everything
we do for GDF SUEZ to see. I
really believe that delivering
Operational Excellence across
the business will help towards
this, along with improving
efficiencies in our processes and
procedures. We should always
challenge everything that we do
to try and improve it.
Do you feel it is a much
bigger challenge to manage
STOMO because the way
it is structured as an O&M
company and plant owners
are different entities?
It is not necessarily a bigger
challenge but definitely a
different one. If we just focused
on our O&M role and contract
then we have quite a simple job
and this is how Siemens, GE and
Alstom provide O&M services
but what makes it complex from
our business model is that GDF
SUEZ own a percentage of each
asset which is under a different
ownership and controlling mind
to STOMO, yet we know that
we have to do the right thing
for the Owner too. But we have
separate Boards and profit and
Loss accounts to deliver. So in
summary I do, I see the GDF
SUEZ group of business in Oman
sub-optimised. But there is little
I can do about that other than
do the best for STOMO and our
conscience which hopefully will
be the right thing for GDF SUEZ.
Have you and your family
managed to venture out in
Oman, what have you seen so
far?
The family has only been here
a few months and our number
one priority was to get settled
in at home and at school which
we have. We now seem to have
got our family life and routine
back. So only now does our
real adventure start. We have
explored most corners of Muscat
now and I was keen for the family
to go to the Grand Mosque, the
Palace, Old Muttrah and the
Souq, some local beaches and
the Dimaniyat Islands. So we are
now spreading slightly wider and
have recently ventured to Jabel
Akhdar. All of which have been
fascinating to see and we can’t
wait to explore further.
What interests you the most
about Oman?
How about everything, its
history, the people – they
are so friendly, the culture
is very welcoming and
accommodating and the
country geography which has
so much outdoors to explore.
I even like the climate and
definitely not missing the cold
wet weather in the UK. I do also
hope to get a boat and explore
the coast line and the sea more.
The family and I love it here.
What is your plan for
personnel empowerment
and growth?
I do believe that I am a “people”
person and think about the
future of my teams, which
means developing people’s
skills and abilities (which we will
do). I also believe a lot about
empowerment but with that
come responsibility, so we must
be clear on empowering the
right people with the right skills
and competencies and not
compromise the H&S and plant
reliability. This all takes time and
needs careful planning. I am also
open to ideas from others of
how we can do this best.
How do you suggest we deal
with the challenge of getting
employees motivated so
that employee retention is
effective?
We are in difficult time with the
Omanisation requirement and
motivation is an area that we
must stay focused on. It comes
in many forms -recognition
and reward is always high up
there but money and financial
packages are not as big a driver
as people believe. Feeling
valued and needed is often
more important and enjoying
Mike Maudsley
How does working at STOMO
compare with your previous
employer?
I am proud to be a part of
STOMO in a lead procurement
role, which caters to 65%
of the Country (Oman)’s
electricity demands and
50% of the Drinking Water
demands. STOMO being a part
of GDF SUEZ Group which is
multinational/ multicultural/
multi-diversified global
organisation, would open-
up opportunities to learn
and implement the best
practices of the Group.
STOMO has implemented
very good policies, process
and procedures and the
procurement department has
well trained staff. The SAMEA
Purchase Networking Group
also helps to network with
other Purchase Managers to
share the problems / solutions
and broader vendor database/
costs etc.
Normally a new job has a
lot of aspirations. How you
think, working at STOMO
would fulfill your personal
aspirations?
Having worked earlier in a
steel industry, Westinghouse,
GE Frame-6 GTs, Electricity
Transmission, Distribution &
Supply, DM Water Technologies,
the addition of STOMO’s
technological familiarity
(on GE Frame-9, Siemens,
Ansaldo Gas Turbines, water
production by RO and MSF,
and (several other associated)
BOP equipment) would fulfil
my professional satisfaction
to a greater extent. Leading
a centralized Procurement
Department, which caters to
4 IPPs and 2 IWPPs would add
lot to my experience. Apart
from the above, STOMO being
a part of a global organisation
would showcase different
career opportunities within the
group. I am able to visualize
myself in a bigger role in a span
of 5-6 years from now.
How do you optimize the
tracking mechanism from PR
– Material receipt in process?
Currently the KPIs of
procurement are being
monitored from PR to PO. The
current monitor is including
non-purchase delays like
delay in releasing the Technical
Evaluations, delay in seeking
clarifications, delay in PO
release, delay due to holding
of POs before releasing etc .
These non-purchase delays
have to be captured properly
and shall not be a part of
Purchase KPIs from PR to PO
Process.
Secondly, the new KPI
tracking mechanism of PO
to Receipt has to be created
while properly capturing the
non-purchase delays. These
tracking mechanisms can
either be rectified / installed
only with the help of the SAP
Service Provider. Since the
new SAP Service Provider is
now finalised (and shall be on
board from January 01, 2015)
after a thorough screening of
their capabilities, definitely the
same can be implemented in
the year 2015.
What about long term
agreement with frequently
used suppliers / vendors?
A significant change has
been brought to the tenders
that were tendered after my
arrival have been with longer
contractual terms like two
(2) or three (3) years. As per
the new “GDF Procurement
& Supply Governance” also,
the contractual term up to
a period of three (3) years
is allowed. Having longer
contractual terms would be
beneficial for both STOMO as
well the service providers. For
STOMO – the costs are frozen
for the entire term, the trained
manpower remains stable
with STOMO, hence less risk
of unforeseen contractor’s
manpower created problems
etc.; for Service Providers –
longer commitment to them
as well as their employees,
time for their performance
improvements etc. With regard
to recurring supply needs,
I have to design and look
forward for implementing rate
contracts.
Is the monthly meeting with
the plants effective?
Monthly meetings with
plants have given us a good
communication platform. The
internal customer confidence
on Procurement Department
has been growing. However, in
some plants, I do not feel that
the actual benefits of these
meeting are being fructified
as people are getting busy
with their work whenever we
have been at the respective
plants. I have been requesting
everyone to spare qualitative
time to reap the actual benefits
of such meetings.
What departmental im-
provements would you think
of making to the present
system to be more effective?
Different ideas of improving
performance have been
shared with the Purchasers
as and when I come across.
The monthly plant review
meetings’ minutes have
been used as a tool to resolve
as many pending issues as
possible. Endeavour is to not
to reach to a review meeting
with the same point discussed
in previous monthly meeting.
Monthly meeting with all the
purchasers is on the cards (had
happened once) and would like
to streamline the same month
on month. These monthly
meetings are planned to be
conducted as an open forum
wherein every Purchaser can
share their views/ideas/ better
ways of working and the
best can be captured -rather
than imposing a single view
point. Over the next 3-4
months we need to complete
some e-learning modules
of Purchase Passport (GDF
SUEZ Initiative) and I have
been planning to conduct
these e-learning programs as
“Learning together as a group”
rather than isolated individual
learning. POs delivery
expediting is one area wherein
we need to identify a person to
share the responsibility within
the Purchasers group.
What are your strategies for
cost savings or optimization
of procurement process?
One of the challenges was
bringing transparency
and engagement of the
procurement processes to
the stakeholders who are the
STOMO’s Sites and based on
the feedback from the sites,
I think we are in the right
direction. The basic objective
of a procurement process is to
optimize or save costs. Though
the process of obtaining three
quotes helps in understanding
the market trend but the
process of cost savings
or optimization would be
different from each other and
has to be addressed on a case
to case basis and this is being
implemented. Avoidance of
emergencies, exceptional
purchases also would result in
greater savings. Cost savings
can be achieved by entering
into long-term contracts as
the price remains static for
the term of the contract. If we
can plan well in advance and
combine the procurement
we can avail quantitative
discounts. For OEM suppliers’
review of the previous
procurement cost would be
helpful in leveraging discounts.
Creation of healthy, unbiased
competition and building of
vendor confidence that our
processes are transparent
would also result in getting the
supplies at optimized costs.
Apart from all of the above,
strong negotiations on high
value purchases have been
implemented.
Do you see any areas where
synergies can be improved
or initiated between the
Sites or departments?
Organising of monthly review
meetings with the plants
is an endeavor to improve
the synergies between
Procurement and the
respective plants. Synergy in
advance planning would also
help in leveraging the net cash
out flows.
Similarly synergies are being
worked in the creation of
master data of Item Codes
wherein the end user need to
maintain the inspection plans
and warehouses. Synergy
in specification or scope
of work preparation would
also help in eliminating the
vendor confusions and there
by qualitative supplies and
services and lesser rejections.
Already an initiative towards
the same was taken in the
form of a presentation,
which is being presented
in the monthly meetings to
improve upon these areas.
Also, as explained in question
#6 above, synergy with in
procurement department has
been planned and shall be
implemented.
Q 2&3 - 2014 www.stomo.com.om30 31
Words of
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Did you know that...
It is only with the heart that one can see rightly; what is essential is invisible to the eye. (By Antoine de Saint-Exupery)
Prabhakar RaoProcurement Manager
Interviews
GDF SUEZ announced on the 30th May, the purchase of Ecova, an indirect subsidiary of Avista Corp. Ecova is a provider of technology-enabled energy and sustainability management solutions to commercial, industrial and utility clients in North America.
What is the biggest challenge in your new job?Now a days, Rusail is used as a peaking power station by LDC. Our machines are started and stopped few times a day. Sometimes machines are kept in service for just one hour during the peak load period. This develops high stress on machines and the time based preventive maintenance philosophy may not work for Rusail. We have to move to counter based maintenance. So the maintenance plans and procedures and procurement are to be modified accordingly. So this is an opportunity to think different from the normal maintenance practices followed in other plants.
I would like to see my maintenance team getting maximum benefit out of the different online training tools – HSE, Language & Technical.
What similarities are there between the two jobs?Similarities are there in the planning & preparation phases. In training I had to plan for the training for all six units, FM & HO. Now it has changed to the planning of maintenance of eight units. In training I had to coordinate with different plants & training providers. In maintenance it has changed to the coordination between purchases, maintenance team, operation, Vendors, contractors etc.
When it comes to execution, I feel maintenance coordination is easier than coordinating training for different plants
How do you feel the training
role contributes to the maintenance management role?The training role gave me lot of opportunity to meet people – internal & external to STOMO, People from Dubai head office, and different plants in SAMEA. Every meeting is an opportunity to learn. These experiences are helping me in my new role as Maintenance Manager.
What are your plans to modernize the Rusail plant maintenance methodology?Rusail has a good maintenance system. Maintenance procedures are available and people are experienced. But this is an old plant and still most of the maintenance processes are people oriented. Schedules are in Excel form. Better utilization of IT tools available will help us in moving from people to process oriented maintenance practices. For example I have to migrate the PM schedules with my Engineers into SAP.
Where is the need for improvement in your past role which you have identified after stepping in to Maintenance Manager role?Good question –many things are to be improved. We started our Training Center in 2010 and in the last four years we have done a lot of training especially in bringing fresh graduate trainees into STOMO. Similar efforts are to be made for adding value to our existing employees. This was discussed with our new Training Manager and I am sure he can bring in these changes though STOMO’s continuous employee
development programs.
As Training Manager, you were working almost independently with no direct reporting. Now you have to report to SM and many people reporting to you. How are you coping with this new challenge?In my previous role as Training Manager, I was supporting all Plant Managers in meeting their team’s training needs. So I was directly/Indirectly reporting to GM, HR Manager & Plant Managers. Now I am reporting to only one Plant Manager ☺
Which is more stressful, managing expectations of your Manager or people reporting to you?I am not feeling any stress in dealing with my team or my Manager. Both my Manager & my team members are very cooperative. The team work is brilliant here and team members have vast and long years of experience in power plant maintenance. I enjoy working with them.
How does it feel when you hear your phone ringing in the middle of the night, which is quite often for Rusail Power Station?
I haven’t received many night phone calls so far as my Operation teammates could manage some of those breakdown situations very well. The night time maintenance calls are not new to me. I have been a Maintenance Engineer for all these years except for the last four and half years when I was a Training Manager.
Q 2&3 - 2014 www.stomo.com.om32 33
Words of
wisdom
Did you know that...
Sunil KumarPromoted from HO Training Manager to Maintenance Manager at Rusail
Everything comes to us that belongs to us if we create the capacity to receive it. (By Rabindranath Tagore)
What was it like to work at Sur?The working environment at Sur was actually not bad as soon as you are in line with the development of your career and management skills which you have planned for or target for. Since I got the chance to move to the management level, I had to gain an entirely new set of skills in order to lead my team effectively. A part from that, living in Sur itself was difficult for me as it is a remote area; I have to drive around 3 hours weekly and the road condition is poor to Muscat. Also, Sur needs to be more civilized and developed in order to increase the life standard and accommodation.
How does it feel to come back to STOMO?I’m very grateful to STOMO management and all staff who welcomed me and still giving me the continuous trust and support to work with them. This I believe is one of the indications that my relationship was good and I understand they agreed to release me in order to achieve the successful development and bright future even though it is making a loss for them.
What are the training areas you think needs more focus?I believe we need to focus more on the technical programs and management skills. I noticed that the majority of the staff are asking for good technical training programs but they need to understand the difficulties in resourcing the
suitable services provider due to the limitation we have in the Oman market. In the same time the management should not take it as excuse. Therefore, we need to all work together with this challenge in order to come up with a satisfied decision.
In view of some turnover within STOMO, how do you co-relate the turnover and training?Generally speaking, I feel training has the potential of positive and negative impact on turnover. And there should be some actions in between to direct the impact of training to your favour. If the management see the development and improvement of its staff, ideally they should acknowledge and reward them in a systematic technique, where they will be satisfied and won’t leave the company. But in STOMO, unfortunately I believe there is a pattern where higher skilled employees tend to leave.
The Omanisation of Main-tenance departments within the Sites is not as good as the Operations departments. How do you think training can help to improve this?No doubt the effective training will provide you the right competent personnel to fit the jobs you assigned or you are planning for. The success or the quality of such training will highly depend on the involvement of the line management and senior engineers. As a trainer, I believe we need to identify the training
requirements and training courses which teach new skills, knowledge and attitudes which, in turn, lead to the achievement of new performance goals. To do this, you need to work closely with senior engineers at the design stage or defining requirements stage to quantify what results will be expected from the training program and then a few months later, measure them. Also, during the assessment phase you will come to know, with the help of a line manager or related engineers the gap between the defined objectives/goals of each position and the achievement of the trainee who been assigned for the program.
Do you have any plans to ensure more participation of the Sites in the planning and adhering to the plans of Training?I think the participation of Sites in the planning can be managed through continuous coordination and follow up process, especially during the designing phase. As normal, there would be annual outage plan for each individual site, it is important to work closely with them to prepare a professional training plan.
What are your hobbies?I like to read about wisdoms phrases and proverbs, especially those which are in poems.
I like to play football and swimming, but the funny thing is that I’m not practicing them regularly.
Interviews - contd.
Yahya Al ZakwaniNew Training Manager
GDF SUEZ, as the operator (60%), and the Australian company Santos (40%) announced today that the Bonaparte LNG project will consider other potential development options in addition to the FLNG concept to develop the Petrel, Tern and Frigate natural gas fields, located 250 kilometres offshore west of Darwin. These options will include a pipeline connection to Darwin.
Q 2&3 - 2014 www.stomo.com.om34 35
Words of
wisdom
Did you know that...
Head Office News
March & April Birthday On the 7th April we celebrated Musa Karim Al Balushi, Mike Maudsley, Satheesan Moothedath,
Ravichandran, Hanees PM and Somarajan birthdays.
May BirthdayOn the 14th May, we celebrated Abdulrahman Al Maaini and Amber Low’s birthday.
Oman Web Awards On the 21st May, STOMO was awarded a silver medal during the 8th Oman Web Awards 2014 in the Health, Safety and Environmental category. The award was presented at the Al Bustan Palace and was collected by Shageen Prabhakaran, STOMO IT Manager.
Auditors Trained At the beginning of September another batch of ISO & OSHAS internal auditors were trained, this now
making a total of 54 within STOMO. This is showing STOMOs committed to improve EH&S at the
company.
Oman Web Awards On the 21st May, STOMO was awarded a silver medal during the 8th Oman Web Awards 2014 in the Health, Safety and Environmental category. The award was presented at the Al Bustan Palace and was collected by Shageen Prabhakaran, STOMO IT Manager.
Oman Web AwardsOn the 21st May, STOMO was awarded a silver medal
during the 8th Oman Web Awards 2014 in the Health,
Safety and Environmental category. The award was
presented at the Al Bustan Palace and was collected by
Shageen Prabhakaran, STOMO IT Manager.
Safety Rules TrainingFrom the 26th April to the 16th May, Saleem Qureshi from Hub
Power Plant in Pakistan came to STOMO to teach Safety Rules
Training. This was Saleem’s second visit to STOMO and again
another success.
Auditors TrainedAt the beginning of September another batch of ISO & OSHAS
internal auditors were trained, this now making a total of 54
within STOMO. This is showing STOMOs committed to improve
EH&S at the company.
Abhijit Kuwalekar VisitBeginning of July Mr. Abhijit Kuwalekar, the Lead Civil Engineer
was invited to visit Barka II, Barka III, Sohar I and Sohar II plants
for civil structures inspection. The visit main focus was on B3
and S2 considering the warranty period expiration. The visit
pointed out some notable warranty issues and general civil
structure maintenance guidelines. The visit was extremely
fruitful. We thank Mr. Alan Robinson (Chief Operating Officer,
Ras Girtas Power Company) and Mr. Faisal Al Siddiqi (Chief
Executive Officer, Ras Girtas Power Company) and Mr. Abhijit
Kuwalekar for their support during this activity.
On the 19th June, the Cameron LNG project received the US Federal Energy Regulatory Commission’s order (FERC), which authorizes Cameron LNG to site, construct, and operate facilities for the liquefaction and export of domestically-produced natural gas at the existing LNG terminal.
Loyalty and devotion lead to bravery. Bravery leads to the spirit of self-sacrifice. The spirit of self-sacrifice creates trust in the power of love. (By Morihei Ueshiba)
June, July and August BirthdaysOn the 28th August, STOMO HO celebrated the birthdays of Juma Al Balushi, Ian Agnew, Anna
Chaston, Ibrahim Al Maharbi, Jothi Kumar, Mohammed Iqbal, Nasra Al Harasi, Maitha Al Burtomani,
Paulson Silva and Geetesh Tamse.
Happy Birthday everyone!!!
Q 2&3 - 2014 www.stomo.com.om36 37
Words of
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Did you know that...
Head Office News - contd.
IftarHead Office celebrated Iftar on the 15th July
at the City Season Hotel in Al Khuwair.
OnamOn the 11th September, the Kerala HO employees
introduced us to their Onam celebration. First we were
given a presentation on what it represents and shown
videos on how they celebrate back home with parties
on the streets. The sadhya was served for lunch;
Sadhya is a variety of vegetarian dishes traditionally
served on a banana leaf. The main dish is plain boiled
rice, served along with other dishes collectively called
Kootan which include curries like Parippu, Sambar,
Rasam, Pulisseri and others like Kaalan, Avial, Thoran,
Olan, Pachadi, Mango pickle, Naranga curry, as well
as Papadum, Banana, plain Yogurt or Buttermilk, and
plantain chips. The traditional dessert called Payasam
was served at the end of the meal.
Amber
On the 9th sept, we hosted a farewell lunch for Amber who has worked at STOMO for a year as a consultant for implementing Intelex. We thank you for all your hard work and patience.
Amber On the 9th sept, we hosted a farewell lunch for Amber who has worked at STOMO for a year as a consultant for implementing Intelex. We thank you for all your hard work and patience.
Operational ExcellenceFrom the 14th – 18th September, Chris Humphrey and Graham
Beale from London came to STOMO to go through Operational
Excellence Gap Analysis with the Managers.
This decision was the ultimate step in the regulatory process before the non-FTA Final Agreement to be given by the DoE. The Final Investment Decision of the project’s sponsors is now the next step expected to occur within the very next future.
If you laugh, you think, and you cry, that’s a full day. That’s a heck of a day. You do that seven days a week; you’re going to have something special. (By Jim Valvano)
Family Bonding On the 29th May, STOMO Head Office organized a family evening
at the Crowne Plaza for Mike and his family to meet the head
office staff and all the managers and their families. The evening
consisted of speeches, music and games for both adults and
children to join in, fun was had by all.
Q 2&3 - 2014 www.stomo.com.om38 39
Words of
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Did you know that...
Events
Name Designation LocationWilliam King General Manager Head OfficeAmber Louise Carol Low Project Manager Head OfficeMalik Mohd Al Mamari Trainee Shift Chemist Barka IIAnas Malik Saif Al Mawali Shift Chemist Barka IIIssa Khalfan Issa Al Salmi Shift Charge Engineer Barka IIFaiz Nasser Mohd Al Sawafi Electrical Technician Barka IIGhanim Khamid Fadhil Al Mushaifri Control Room Operator Barka IISaid Khalfan Said Al Mashari Control Room Operator Barka IIKhalid Ahmed Hamed Al Mawali Shift Charge Engineer Barka IIKhalid Salim Abdullah Al Hadidi Control Room Operator Barka IIRamasamy Satishkumar Electrical Engineer Rusail Raghavulu Padalu Maintenance Manager Rusail J Stalin Lead Electrical Engineer Sohar II Ameer Abdul Rasool Al Balushi Trainee Local Operator Sohar II Barakat Khalifa Al Ismaili Control Room Operator Sohar I Ibrahim Mohd Rashid Al Rubkhi Shift Chemist Sohar I Khalil Ibrahim Al Zidi Shift Charge Engineer Barka IIIGanesh Dharmalingam Control Room Operator Barka III
LeaversSTOMO has had a few employees leave in the last two quarters; ; we would like to wish them all the
best in their future.
Name Designation LocationAhmed Mohammed Salim AL Rawahi Tr. Local Operator Barka II Badar Hassan Saleh AL Abri Tr. Local Operator Barka II Sami Abdullah Al Siyabi Tr. Local Operator Barka II Ali Mubarak Saif AL Sulaimi Tr. Local Operator Barka II Zaid Khalid Said AL Hilali Tr. Local Operator Barka II Zakaria Soud AL Hosni Tr. Local Operator Barka II Mohammed Said Khalaf AL Hamrashdi Tr. Local Operator Barka II Hilal Hamood Salim Al Siyabi Tr. Local Operator RusailGanesh Sirapurapu Electrical Engineer RusailPrabhakar Rao Parupudi Procurement & Stores Manager Head OfficeMike Maudsley General Manager Head OfficeYahya Nasser Al Zakwani Training Manager Head OfficeIbrahim Al Yousuf Al Balushi Trainee Mechanical Technician Sohar I Asaad Mohammed Said Al Jahwari Trainee Instrument & Control Engineer Sohar II
JoinersBelow is the newest joiners in STOMO and we would like to wish him all the best.
They always say time changes things, but you actually have to change them yourself. (By Andy Warhol)
Employee Name From To Old Designation New DesignationSaud Hamed Ahmed Al Waili Sohar I Sohar I Shift Charge Engineer Operations ManagerSaid Khalfan Said Al Mashari Barka II Barka II Trainee Control Room Operator Control Room OperatorSunil Kumar Head Office Rusail Training Manager Maintenance ManagerYaqoub Abdullah Ahmed Al Balushi Sohar I Sohar II Mechanical Technician Trainee Mechanical EngineerYousuf Al Rabani Rusail Manah Mechanical Engineer Maintenance Manager
Employee Name From To Old Designation New DesignationMohammed Juma Obaid Al Matroushi Sohar I Sohar I Trainee Local Operator Local OperatorMohammed Said Khamis Al Saidi Sohar I Sohar I Trainee Local Operator Local OperatorBasim Al Aabed Obaid Al Shukaili Sohar I Sohar I Trainee Local Operator Local OperatorAbdullah Khalifa Abdullah Hamed Al Jahwari Barka II Barka II Trainee Local Operator Local OperatorIbrahim Ali Mohammed Al Maqbali Sohar II Sohar II Trainee Local Operator Local OperatorAhmed Mubarak Khalifa Al Siyabi Barka II Barka II Trainee Shift Chemist Shift ChemistAmmar Masoud Said Al Hamadani Barka II Barka II Trainee Local Operator Local Operator
Promotions and Regularisations of TraineesPromotions
Regularisations
Marriages STOMO would like to congratulate all the below employees
on their nuptials.
Ibrahim AL-Maqbali - Sohar II - 22nd August
Mohammed AL-Amrani - Sohar II - 7th August
Mohammed AL-Balushi - Sohar II - 29th August
GDF SUEZ has recently signed a new cooperation agreement protocol with Perusahaan Gas Negara (PGN), the principal Indonesian operator in the field of natural gas distribution and transportation. The agreement relates to a feasibility study for an on-shore LNG terminal in northern Java. This agreement is the result of a collaboration between the Energy International business line and the Infrastructures Branch.
RAID Training SAMEA Transformers
Q 2&3 - 2014 www.stomo.com.om40 41
Words of
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Did you know that...
More STOMO News
Did You Know
On the 6th and 7th June, STOMO hosted with Oman Adventure at the Millennium Hotel an induction and training weekend for employees wanting to try out for the GDF SUEZ RAID in France. They went through a grueling day of running, biking, orienteering, kayaking as well as many other exercises.
The effort and team work performed by everyone was outstanding and everyone seemed to have enjoyed themselves even if it was hard work. Below is the list of everyone who attended;
Abdullah Al Kiyumi, Mohammed Irfan, Barket Ali Shaikh, Badar Hassan Al Abri, Jawad Mirza, Ahmed Al Rawahi, Zakaria Al Hosni, Ali Al Sulaimi, Yaarub Al Rashdi, Mohammed Al Saidi, Faisal Al Balushi, Sami Al Siyabi, Satheesan and Mike Maudsley.
After completing all the challenges the three runner ups were Ahmed Mohammed Al Rawahi, Ali Mubarak Al Sulaimi and Zakaria Soud Al Hosni.
The following week we submitted the names to Dubai head Office and Ahmed Mohammed Al Rawahi was selected to join the SAMEA regional team as an Athlete at the GDF SUEZ RAID in France from the24th – 28th September 2014.
STOMO wants to congratulate everyone who attended the training at the Millennium Hotel and Ahmed for getting through to the team. Well done!!
Did You Know
On the 6th and 7th June, STOMO hosted with Oman Adventure at the Millennium Hotel an induction and training weekend for employees wanting to try out for the GDF SUEZ RAID in France. They went through a grueling day of running, biking, orienteering, kayaking as well as many other exercises.
On the 6th and 7th June, STOMO hosted with Oman Adventure at the Millennium Hotel an induction
and training weekend for employees wanting to try out for the GDF SUEZ RAID in France. They went
through a grueling day of running, biking, orienteering, kayaking as well as many other exercises.
The effort and team work performed by everyone
was outstanding and everyone seemed to have
enjoyed themselves even if it was hard work.
Below is the list of everyone who attended;
Abdullah Al Kiyumi, Mohammed Irfan, Barket
Ali Shaikh, Badar Hassan Al Abri, Jawad Mirza,
Ahmed Al Rawahi, Zakaria Al Hosni, Ali Al
Sulaimi, Yaarub Al Rashdi, Mohammed Al Saidi,
Faisal Al Balushi, Sami Al Siyabi, Satheesan and
Mike Maudsley.
After completing all the challenges the three
runner ups were Ahmed Mohammed Al Rawahi,
Ali Mubarak Al Sulaimi and Zakaria Soud Al
Hosni.
The following week we submitted the names to
Dubai head Office and Ahmed Mohammed Al
Rawahi was selected to join the SAMEA regional
team as an Athlete at the GDF SUEZ RAID in
France from the24th – 28th September 2014.
STOMO wants to congratulate everyone who
attended the training at the Millennium Hotel
and Ahmed for getting through to the team.
Well done!!
There are no strangers here; only friends you haven’t yet met. (By William Butler Yeats) The facility in the town of Besse-sur-Issole (Var department) is among the most powerful photovoltaic facilities in France. It will produce more than 20 million kilowatt-hours per year, an amount equivalent to the power consumption of 11,000 people - 4 times the population of the town.
From the 25th to 28th
September, the GDF SUEZ
Raid took place in the Morzine
– Avoriaz at an altitude of
1,800 meters (5,900 feet) in
the French Alps.
The athletes of 144 teams
took part in a whole series of
races, including mountain
biking and running/hiking
orienteering courses as
well as a canoeing activity.
The scouts’ role was to give
their athletes logistic and
motivational support as well
as to participate in other
activities in order to gain
bonus points for their team.
We were very proud to have
six motivated BEI teams (all
visibly dressed in orange) at
the starting line, one for each
region and one for HQ. Our
athletes and scouts came
from 16 different countries
(Thailand, Laos, India,
Pakistan, Oman, South Africa,
Dubai, Oman, Saudi-Arabia,
Argentina, US, Mexico,
Canada, Turkey, UK and
Belgium), perfectly reflecting
the wide geographical scope
and the cultural diversity of
our Business Line.
From a sporting
perspective, this year’s RAID
was again very tough. The
challenge came mainly from
the significant elevation over
a short distance combined
with muddy and/or rocky
trails. We are extremely
proud that all our six teams
completed these three
days of intense sporting
activity, in conditions that
some of our athletes were,
of course, not used to. All
have demonstrated strong
endurance and exemplary
team spirit.
Unfortunately the SAMEA
Transformers ran into some
bad luck on the second day
with the registration of a
chip at one of the check
points not being marked;
hopefully the achievements
made throughout the event
outweighed this negative.
Their final position at the end
of the event was #91 in the
men’s category.
Q 2&3 - 2014 www.stomo.com.om42 43
Words of
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Did you know that...
On the 8th May, STOMO staff
rolled up their sleeves and set
out to clean a 1 km stretch
of sandy beach outside
the Barka II Power and
Desalination Plant & Barka
III Power Plant. Joined by the
senior leadership team, over
70 staff from both plants
braved the heat for the ‘Big
Beach Clean Up’ and spent
three hours in the morning
picking up litter from the
In a campaign of philanthropy
during the holy month of
Ramadan, STOMO, represented
by Basma al Burtomani and
Hafidha al Balushi, secretaries at
Barka II Power and Desalination
Plant and Barka III Power Plant
respectively, decided to give back
to the community by organising
Iftar giveaways. The aim of the
campaign was to provide Iftar
hampers to underprivileged
families in the Barka region
making the holy month, all the
more joyous for them.
STOMO’s representatives
arranged 200 food packages
from Lulu Hypermarket and
contacted social welfare groups
in the Barka region. Barka al
Khair, one such group owned
by the Al Rahma Group, has in
the past successfully managed
to better the lives of over 800
families, with 90 per cent of
their operations running in
Barka, Mussanah and Nakhal.
The Barka al Khair Group,
represented by Shamsa al
Faliti, provided STOMO with a
list of underprivileged families
and, together with Basma al
Burtomani and Hafidha al
Balushi, personally helped
distribute the packages to each
of the families. The campaign
lasted four days at the eve of
Ramadan, from June 23 to 26.
STOMO makes a difference on the eve of Ramadan In a campaign of philanthropy during the holy month of Ramadan, STOMO, represented by Basma al Burtomani and Hafidha al Balushi, secretaries at Barka II Power and Desalination Plant and Barka III Power Plant respectively, decided to give back to the community by organising Iftar giveaways. The aim of the campaign was to provide Iftar hampers to underprivileged families in the Barka region making the holy month, all the more joyous for them. STOMOʼs representatives arranged 200 food packages from Lulu Hypermarket and contacted social welfare groups in the Barka region. Barka al Khair, one such group owned by the Al Rahma Group, has in the past successfully managed to better the lives of over 800 families, with 90 per cent of their operations running in Barka, Mussanah and Nakhal. The Barka al Khair Group, represented by Shamsa al Faliti, provided STOMO with a list of underprivileged families and, together with Basma al Burtomani and Hafidha al Balushi, personally helped distribute the packages to each of the families. The campaign lasted four days at the eve of Ramadan, from June 23 to 26.
STOMO makes a difference on the eve of Ramadan In a campaign of philanthropy during the holy month of Ramadan, STOMO, represented by Basma al Burtomani and Hafidha al Balushi, secretaries at Barka II Power and Desalination Plant and Barka III Power Plant respectively, decided to give back to the community by organising Iftar giveaways. The aim of the campaign was to provide Iftar hampers to underprivileged families in the Barka region making the holy month, all the more joyous for them. STOMOʼs representatives arranged 200 food packages from Lulu Hypermarket and contacted social welfare groups in the Barka region. Barka al Khair, one such group owned by the Al Rahma Group, has in the past successfully managed to better the lives of over 800 families, with 90 per cent of their operations running in Barka, Mussanah and Nakhal. The Barka al Khair Group, represented by Shamsa al Faliti, provided STOMO with a list of underprivileged families and, together with Basma al Burtomani and Hafidha al Balushi, personally helped distribute the packages to each of the families. The campaign lasted four days at the eve of Ramadan, from June 23 to 26.
STOMO makes a difference on the eve of Ramadan In a campaign of philanthropy during the holy month of Ramadan, STOMO, represented by Basma al Burtomani and Hafidha al Balushi, secretaries at Barka II Power and Desalination Plant and Barka III Power Plant respectively, decided to give back to the community by organising Iftar giveaways. The aim of the campaign was to provide Iftar hampers to underprivileged families in the Barka region making the holy month, all the more joyous for them. STOMOʼs representatives arranged 200 food packages from Lulu Hypermarket and contacted social welfare groups in the Barka region. Barka al Khair, one such group owned by the Al Rahma Group, has in the past successfully managed to better the lives of over 800 families, with 90 per cent of their operations running in Barka, Mussanah and Nakhal. The Barka al Khair Group, represented by Shamsa al Faliti, provided STOMO with a list of underprivileged families and, together with Basma al Burtomani and Hafidha al Balushi, personally helped distribute the packages to each of the families. The campaign lasted four days at the eve of Ramadan, from June 23 to 26.
STOMO makes a difference on the eve of Ramadan
Barka Beach Clean Up
Intelex has now been in
operation for nearly one
year, in this time we have had
many challenges to overcome.
However, with this being said
training has been conducted
at all sites, end users are
engaging in the system and
new developments and
modules are being created
on the back of end user and
business needs.
At the time of writing Process
Reporting (event response)
module is being released in the
system and the Management
of Change module is making
good progress thanks to the
input of many staff and special
thanks to Kanchan. The
training module was noted at
a late stage in having errors
and a non-friendly approach
to end user requirements; I am
working on addressing these
issues as quickly as possible.
Intelex importance does
include:
� Managers and supervisors
releasing Intelex updates to
their team
� Reading the training manual
should any issues arise
� Informing IT if there are any
major issues or any ideas
you have in furthering the
applications
� Completing tasks ON TIME
Please note IT now handle
the Intelex system; please
contact them only when
necessary (after you have
checked the training manual,
then spoke to your immediate
supervisor); additionally unless
you are developing a module
with Intelex please do not
contact them directly.
Thanks all, continue the
good work.
The World is my country, all mankind are my brethren, and to do good is my religion. (By Thomas Paine) GDF SUEZ, Mitsubishi and NYK signed a framework agreement aiming to develop the LNG Bunkering market worldwide through LNG Bunkering Vessels. This partnership results in two first contracts: on behalf of the venture, the NYK’s order of an LNG bunkering vessel and an LNG bunkering contract between GDF SUEZ and United European Car Carriers (UECC), a leading short-sea operator. The partners will provide their know-how and experience to develop this first project in the Northern Europe Emissions Controlled Area (ECA)* from Zeebrugge, in Belgium.
More STOMO News - contd.
12 cm
Front
with the majority of the litter
being comprised of discarded
food containers and drink
cans, broken glass pieces and
fishing equipment.
Everyone attending the
Big Beach clean-up was
presented with a T-Shirt and
cap made especially for the
event. A refreshment tent
was on hand to keep all the
volunteers hydrated with
cold water and soft drinks.
beach, in order to make the
area cleaner for everyone to
enjoy. Over 38 cubic meters
of rubbish was collected
over the course of 3 hours,
� Many people believe that
smartphones and tablets are not
susceptible to viruses, spyware and
other malware. This is certainly not
the case ... in fact the more people
that use these devices, and the more
apps that are available for them,
the greater the level of harmful and
criminal activity.
The Risks � Viruses and spyware can attack
your smartphone or tablet via the
following means:
� Downloading from websites that have
either deliberately or accidentally
been infected by virus.
� Downloading apps which are
infected. These include apps which
are downloaded from the device or
operating system’s official store, and
increasingly, fake stores which have
been set up solely for the purpose of
distributing malware.
� Connecting your device to a
computer, for example in order to
install updates, sync and load music.
Viruses and spyware can cause very
serious consequences including:
� Identity theft from apps working in
the background to steal personal
information stored on the phone.
� Fraud from apps working in the
background to steal personal
information stored on the phone.
� Premium rate calls and text messages
being sent from your phone without
your knowledge.
� Deletion and corruption of data.
� A slow or unusable device.
� Decreased battery life.
Your device could be just carrying a
virus – which could then be passed on
to other devices (such as computers)
via email.
Protecting your Mobile DeviceiPhone and BlackBerry devices have
extremely good built-in safeguards
against malware. You can, however,
install third-party apps and browsers
to enhance security.
� Android and Windows devices,
however, are more vulnerable to
malware and for this reason we
recommend that you install one
of the many reputable antivirus /
antispyware apps now available on
the market. These include products
made by Norton by Symantec,
BullGuard and Kaspersky. It is
important to download updates
for security apps as soon as you are
prompted to guard against new
malware.
� Always check the security settings
in your device to ensure maximum
protection.
� Periodically check on your service
provider’s website for updates for
your make and model of smart phone
or tablet.
� Before connecting your device to a
computer, ensure your computer has
the latest antivirus/antispyware and
firewall installed and running.
� When setting up mobile banking,
make sure any apps you download
for the purpose are published by your
bank.
� Be vigilant against fake stores when
downloading apps - do so only from
recognized sources.
Q 2&3 - 2014 www.stomo.com.om44 45
Words of
wisdom
Did you know that...
It is during our darkest moments that we must focus to see the light. (By Aristotle Onassis)
� Attachments: E-mail
attachments are the most
frequently used hacking
method, so don’t open
attached files if you don’t
know their sources and
not scanned for viruses.
Especially if the file is of the
executable, command or
application type.
� Spams messages: Also
known as junk e-mail. These
are emails sent by marketing
companies and sites that get
and exchange or sell email
addresses.
� Chain letters: These emails
contain false news and
fabricated stories, and may
also contain malicious
programs. The email may
ask you to forward it again
to those who know. These
are hoax emails. If you
participate in the forwarding
you are simply acting on
behalf of a hacker.
� Phishing: Phishing refers to
the process of attempting to
steal sensitive information
such as passwords or
bank account information
through e-mail. Phishing
is typically carried out by
e-mail and it often directs
users to a fake website that
looks identical to a trusted
site, such as a credit card
company or a bank.
Tips on receiving an email message
� Always treat attachments
on emails with caution,
especially those ending with
extensions such as .exe, .bat
or .com.
� Scan e-mail attachments
before opening.
� Do not keep or forward junk
mail and never reply to it.
� Use encryption or at least
Password to protect e-mails
with sensitive information.
� Type the URL and do not
click on links embedded
within an e-mail.
Tips on sending an email message
� Do make messages clear and
easy to understand.
� Email should be regarded as
published information.
� Do be respectful in the
way messages are written
whatever they are about.
� Do not forward chain letters
to others.
� Do not use e-mail to avoid
face to face communication
with someone.
� Do not use e-mail as a
method of managing
people.
� Do not send an e-mail out of
anger.
� Do not send e-mail which
is aggressive, anti-social or
discriminatory.
� Do not use work e-mail
for personal messages or
advertising.
� Consider whether a phone
call may be a better way
of discussing a complex or
confidential matter.
� Work e-mails should have
disclaimers attached.
Remember � E-mail system is a formal
means of communication
between organisations.
� Someone else other than
the recipient may read your
e-mail.
� The content of an
e-mail could constitute
harassment.
� E-mails can be used as
criminal evidence.
� E-mail misuse could lead to
disciplinary action.
� For your reputation
� Do not use your official
e-mail ID to register for
social sites.
Tips to make you more secure and productive
� Don’t send private messages
with the company account.
� Use the email automatic
reply feature when you are
out of work for a long time.
� Don’t send email
attachments to people using
mobile phones to browse
their emails. A plain text is
enough.
E-mail Security Threats Did you Know
� Reduce junk emails by
adding senders to the
blocked list.
� If the file you want to send is
on the web, there is no need
to attach it. Just refer to its
safe location.
� Some spam emails include
a link saying “click here to
cancel your subscription”
Don’t click on it unless
you are sure that you
have subscribed, as the
consequence can be more
junk mail.
� If you feel that you received
an email containing a virus
delete it immediately and
carry out a full pc scan with
an updated
Smartphones and Tablets Security
GDF SUEZ is pleased to announce that through its subsidiary Tractebel Energia, the Group continues to strengthen its renewable energy position in Brazil. Around 750 MW of additional renewable capacity is expected to be commissioned over the next 6 years through construction at the Santa Monica Wind Park and at the recently acquired Campo Largo complex. Both projects are located in the Northeast of Brazil.
Q 2&3 - 2014 www.stomo.com.om46 47
Words of
wisdom
Did you know that...
He paints with his creative fingers. A story of a man has a quiet and expressive feeling.
He loves to stay in his magical atmosphere lonely, not accompanied with anyone except
for his pen and paper and begins to express his feeling and thoughts in a wonderful
encaustic. He began his hobby since he was a boy and he got his main encouragement
from his neighbors where everyone was flocking to him to formulate their painting.
His painting represents a face, but not any face. It’s a face of a beautiful woman. He
paints it with emotion as how he feels in his heart. When we questioned him about the
secret of choosing a womans face to represent his feelings, he answered “There is no
secret but I’m big fan of the Mona Lisa”.
Talent
Glossary
AEPC Al Ezzel Power Company - Bahrain
AER Authority for Electricity Regulations
Al Batinah Owner of Sohar II Power Plant
Al Ezzel Al Ezzel Power Company - Bahrain
Al Suwaidi Owner of Barka III Power Plant
Barka II Barka II Power and Desalination Plant
Barka III Barka III Power Plant
CAT Certified Accounting Technician
CCR Central Control Room
CEMS Continuous Emission Monitoring System
CI Combustion Inspection
CO Carbon monoxide
COVALA software for reporting internal control measures
DCS Distributed Control System
Demin/DM Demineralisation
DR Disaster Recovery
EPC Engineering Procurement and Construction
EPCCEngineering Procurement and Construction Contractor
ERP Enterpuener Resource Planning
EtaPROA software for monitoring power plant plant efficiency
FM Fleet Maintenance
GPiLEARNAn online technical training program offered by GP Strategies U.S.A.
GPRS Gas Pressure Reducing Station
GT Gas Turbine
GTG Gas Turbine Generator
GW Giga Watt
HO Head Office
HRMSHuman Resources Management System - a software application for automating Human Resources functions
HRSG Heat Recovery Steam Generator (Boiler)
HSE Health Safety & Environment
IBC Intermediate Bulk Container
I&C Instrumentation & control
INSTINCT An online Health & Safety Training Program
IPP Independent Power Producer
ISOInternational Organization for Standardization
Kg Kilogram
KPI Key Performance Indicators
LDC Load Dispatch Centre
Lit Litre
LTA Lost Time Accident
LTE Life Time Extension
Manah Manah Power Plant
MAX Maximum
MCC Motor Control Centre
META Middle East Turkey and Africa
MRMEMinistry of Regional Municipalities and Environment
mg/I Milligram per litre
mS/cm Milli Siemens per Centimeter
mV Millivolt
MW Mega Watt
No. Numbers
NTU Nephelometric Turbidity Unit
O&M Operation & Maintenance
OEM Original Equipment Manufacturer
OETC Oman Electricity Transmission Company
OMR Omani Rial
OPWPOman Power & Water Procurement Company
ORP Oxidation Reduction Potential
PRO Public Relations Officer
RCA Root Cause Analysis
RO Reverse Osmosis
Rusail Rusail Power Plant
SAPSoftware supporting Cumputorised Maintenance Management
SCADA Supervisory Control and Data Acquisition
SDI Silt Density Index
SMART Package
A software tool for reporting financial parameters
SMNSMN Power Holding Company (Owner of Barka II and Rusail Power Plant)
Sohar I Sohar I Power & Desalination Plant
Sohar II Sohar II Power Plant
SOMC Sohar Operation & Maintenance Company
SPCSohar Power Company (Owner of Sohar I Power and Desalination Plant)
ST Steam Turbine
STG Steam Turbine Generator
STOMOSuez Tractebel Operation & Maintenance Oman LLC
T&A Time & Attendance
t/h Tons per hour
UPCUnited Power Company (Owner of Manah Power Plant)
UPS Uninterrupted Power Supply
USD United States Dollars
% Percentage
Nothing can add more power to your life than concentrating all your energies on a limited set of targets. (By Nido Qubein)
GDF SUEZ is pleased to announce that it has signed the 25-year Power and Water Purchase Agreement (PWPA) for the Mirfa Independent Water and Power (IWPP) project with the Abu Dhabi Water and Electricity Company (ADWEC), the Single Buyer and Seller of Water and Electricity of Abu Dhabi. GDF SUEZ holds a 20% equity interest in the project with the remaining 80% held by Abu Dhabi Water and Electricity Authority (ADWEA).
Talent Name : Mohammed AL-Balushi - SOHAR II
Q 2&3 - 2014 www.stomo.com.om48 49
Words of
wisdom
Did you know that...
Name Date Of BirthYousuf Said Shamis Al Hadi 26-AprSaud Abdullah Al Mawali 4-AprYounis Nasser Al Safar 4-AprYahya Nasser Mubarak Al Zakwani 9-AprRavichandran Karapusswamy 11-AprSaif Ali Sulaiman Al Subhi 11-AprV D Dileep Kumar 12-AprYasir Majid Qazi 13-AprMohammed Esrak 15-AprWaleed Said Al Anqoodi 16-AprHanees Pm 16-AprS Suresh 18-AprPalanikumar Karupaiah 19-AprHamed Hamood Salim Al Badri 20-AprPatel Sureshbhai Motibhai 21-AprAbdul Aziz Ibrahim Talib Al Zaabi 21-AprAhmed Nasser Khamis Al Busaidi 22-AprHamad Salim Mubarak Al Araimi 23-AprHamood Said Salim Al Jamoodi 25-AprHilal Amer Harbi Al Harthy 26-AprShahzad Khan 26-AprKarthik Kanagaraj 28-AprHamed Said Hamed Al Hakmani 29-AprHilal Hamood Salim Al Siyabi 30-Apr
Yaqoub Juma Sanagour Al Mukhani 1-MayKuppuswamy Karnan 1-MayMohammed Asif 3-MayYeswant Gawali 5-MayHamood Salim Al Badri 5-MayZahir Hilal Al Abri 6-MayDuraisamy Sairajan 6-MaySaud Rashid Khamis Al Ghalani 7-MayAshok Kumari Tiwari 8-May
Name Date Of BirthSaleh Mohammed Musabah Al Jamri 9-MayK Sreedharan 10-MayChhalaria Bhaveshkumar Girishchandra 10-MayYaqoub Abdullah Ahmed Al Balushi 12-MayJothi Kumar 13-MayAbdulrahman Ahmed Ibrahim Al Maaini 14-MaySunil Kumar 14-MayR. Haridas 15-MayMahmood Saif Nasser Al Sheikali 16-MayMohammed Ali Nasser Al Saidi 17-MaySaid Salim Hamood Al Shidhani 17-MayMohammed Imran 19-MayOmar Darwish Khamis Al Maimani 20-MayReji Yohannan 20-MayPatel Harishbhai Lallubhai 20-MayAbdul Majeed Nissamudeen 20-MayIbrahim Mubarak Humaid Al Maharbi 21-MayKesavan Antony Muthu 22-MaySalim Mohammed Salim Al Senaidi 23-MayV V Subramanian 23-MayFrederik Baerts 23-MayM.v.v.s.s. Prasad 24-MayMuraleedharan K S 25-MayVelayudhan Sudhakaran 26-MayAshok Kumar Anbalagan 26-MayArun Krishnamoorthy 27-MayP S Prasantha Kumar 28-MayAbdul Sallam Salim Amur Al Dawadi 28-MayBader Hassan Saleh Al Abri 28-MayBijo Cherian 29-MaySujithkumar Padmakaran 30-MayMathew Simon 30-MayHarish Kumar Balasubramanian 31-May
Saleem Hamed Al Sharji 1-JunAhmed Humaid Hamed Al Naamani 1-JunSaleh Mohammed Al Balushi 1-JunBathula Jaya Praveen 2-JunJuma Ghulam Khamis Al Balushi 6-JunVenkata Suryanarayana 7-JunSenthil Kumar 7-JunS Thayumanavan 10-JunAli Khamis Murad Al Balushi 10-JunRizwan Mushtaq Ahmed 11-JunSaud Ali Said Al Majali 12-JunJohn Rose Rajan 15-JunDaulat Singh 15-Jun
Birthdays
Name Date Of BirthAhmed Khalifa Said Al Baloshi 15-JunShaikh Mohammed Faruk Gulamrasul 17-JunMohammed Irfan Siddiqui 17-JunKhamis Ali Mohammed Al Rajhi 17-JunJ.v.s. Jagadeesh 19-JunG Rajesh 20-JunMohammed Iftekhar Ahmed 20-JunV Ravikumar 20-JunK Satheesnathan 20-JunEmani Ramakrishna 20-JunAnna Marie Chaston 21-JunAshok Babu Koduri 22-JunMajid Khan 24-JunMohammed Hamood Said Al Tobi 24-JunSivaguru Thamiz Harasan 24-JunSaid Ali Salim Ambu Saidi 25-JunAkshya Kumar Panigrahi 26-JunZackaria Saud Hamed Mohammed Al Hosni 29-JunAdham Hilal Hamad Al Aghbari 30-Jun
Zayid Mahmood Saif Al Abri 1-JulMazin Salim Al Sawafi 1-JulMoosa Nasser Salam Al Housni 2-JulHaitham Mohammed Rashid Al Jabri 2-JulRushikesh Vyas Rajankumar 3-JulSaif Khamis Khalfan Al Amri 3-JulYaarub Hamed Abdullah Al Rashdi 3-JulIbrahim Said Salam Al Maharbi 3-JulMohammed Iqbal Iddina Bery 8-JulYousuf Rashid Humaid Al-Saaidi 9-JulSaud Ali Said Al Alawy 10-JulMusallam Said Matter Al Alawi 10-JulMusaab Ali Thani Al Naaimi 13-JulV V C Shekara Chari 15-JulS Dhinesh 16-JulKhamis Khalfan Suwaid Al Tobi 18-JulAbdullah Said Sulaiman Al Awfi 19-JulQais Hamed Khalfan Al Mashari 19-JulMohammed Alam 21-JulE Ganesh Gandhi 21-JulPaulson Silva Benjamin Sliva 22-JulMaitha Saif Al Burtomani 22-JulSami Khalfan Salim Al Siyabi 25-JulKhalil Talib Said Al Mamari 26-JulMohammed Khalifa Ali Al Hakmani 28-JulManjeet Singh Soor 30-JulRajesh Srinivasan 30-Jul
Name Date Of BirthGeetesh Tamse 6-AugIssa Rashid Nasser Al Naamani 6-AugSaleh Khamis Saleh Al Hadaby 7-AugYaqoob Khamis Bashir Al Harmli 7-AugAli Awadh Bati Al Mandhari 7-AugPatel Mukesh Kumar Bhanabhai 9-AugSrinivas Vadlamani 10-AugYousuf Khalaf Al Wishahi 13-AugRajasekaran Murugan 14-AugK V Jayaram 16-AugHamed Khamis Said Al Hakmani 16-AugHamood Sulaiman Al Mahrooqi 16-AugAmur Abdullah Said Al Harthi 17-AugNagarajan Rajganesn 21-AugN Nagarajan 26-AugGamal Abdein Mohammed Hassan 29-Aug
Mohammed Khalaf Zahir Al Hinai 1-SepSalim Ali Suwaidan Al Junaibi 1-SepAzhar Sulaiman Khalfan Al Mahrooqi 1-SepKhalifa Abdullah Sulaiman Al Saidi 1-SepAzzan Khamis Said Al Alawi 4-SepThakur Rajendra Hendar 5-SepMohammed Said Khalaf Al Hamrashdi 5-SepAhmed Mohammed Mubarak Al Balushi 7-SepYousuf Thani Al Hadrami 8-SepRaghavulu Padala 8-SepAntonio Cardoso 8-SepSaud Ahmed Ali Al Jabri 9-SepHamad Mohammed Said Al Hinai 10-SepMohammed Said Khamis Al Saidi 10-SepAnjum Iftekar 12-SepSaad Rajab Hasoom Al Araimi 12-SepUmapathy Arasu 15-SepNasser Saif Hamed Al Haji 16-SepKishorbai L Patel 17-SepMohammed Abdullah Mohammed Al Jabri 18-SepMohammed Abdullah Mohammed Al Jabri 18-SepWaleed Hamed Sulaiman Al Mamari 19-SepHumood Sultan Al Azari 19-SepSuleiman Salim Mobark Al Rajaibe 19-SepSivaji Chelluboina 22-SepYousuf Juma Salem Al Rabani 22-SepKhalfan Saeed Sulaiman Al Haji 23-SepShageen Kunninamkandi 23-SepIbrahim Salam Al Sabahi 27-SepSalim Abdullah Dhahi Al Sinani 30-Sep
Courage is action, not talk. (By Jeff Rich) GDF SUEZ through its Cofely(1) subsidiary has completed the purchase(2) of Lend Lease Group’s UK facilities management (FM) business (LLFM). This acquisition will make Cofely one of the UK’s largest providers of technical services PFI (Private Finance Initiative) and provide an increased portfolio of long-term FM contracts in key public sector and healthcare markets. Over the next 25 years these contracts will provide Cofely with a guaranteed revenue stream of 2.5 billion GBP. The transaction will also give Cofely a significant, new lifecycle management capability to its business, which includes building fabric and major repair & replacement.
Q 2&3 - 2014 www.stomo.com.om50 51
Q1. What are these large
stones called?
A1. Moai
Q2. Which Island will you find
these stones on?
A2. Easter Island
Q3. How many monolithic
stone statues have been
inventoried on the island
and in museum collections
so far?
A3. 887
Hamed Said – Manah
Saif Ali Alubhi – Manah
Azzan Khamis – Manah
Sulaiman Al Azri – Manah
Azhar Sulaiman – Manah
G. Narayana Rao – Barka III
Rajesh Srinivasan – Sohar I
Abdulghani Al Farsi – Sohar II
Only 8 winners for the first quarter quiz questions - better luck next time to
those who entered and didn’t quite get the right answers.
Congratulations !STOMO would like to thank everyone who attempted.
Good Effort!!
Q4. What type of Island is
this?
A4. Polynesian Island
Q5. Administratively, this
Island belongs to which
region?
A5. Valparaiso Region
Q6. This Island is a special
territory of which country?
A6. Chile
Q7. True or false: UNESCO
named this Island a World
Heritage Site?
A7. True
Q8. Approx. how many
residents lived on this Island
according to the 2012 census?
A8. 5,800
Q9. What language do they
speak on this Island?
A9. Spanish, Rapa Nui
Q10. What currency do they
use on this Island?
A10. Peso
Solutions of the first quarter
Winners
Quiz
Please fill out your name, plant (or office) and
contact details and tear the page out. Either
hand your solutions to the plant secretary who
will arrange for it to get to the editor or scan a
copy of the page and email it to editorial@stomo.
com.om by the 15th January 2015. (Please send
your answers one of the two ways mentioned
and only send it once). The winners (max 10) will
be announced in the following quarterly Gazette
and will each receive a gift! Please note that only
English solutions will be taken in consideration.
Good Luck !
Name:
Plant/Office:
STO No:
Email:
Mobile:
Q1) What is the name of this castle?
A1) ________________________________________________
Q2) This is a national monument and
landmark in which country?
A2) ________________________________________________
Q3) Which two boarders is the castle
situated between?
A3) 1. ______________________________________________
A3) 2. ______________________________________________
Q4) What is this castle commonly known as
– nickname?
A4) ________________________________________________
Q5) What is the name of the titular
character thought to have lived here?
A5) ________________________________________________
Q6) What is the name of the capital of the
country this castle is located?
A6) ________________________________________________
Q7) The country in which this castle is
located is on which continent?
A7) ________________________________________________
Q8) What is the official language of this
country?
A8) ________________________________________________
Q9) Name a famous football player from
this country who plays center back and was
named their footballer of the year in 2013?
A9) ________________________________________________
Q10) This footballer joined an English
football club in 2013, what is the name of
the club?
A10) _______________________________________________
Seeing that Halloween wasn’t long ago…
www.stomo.com.om