Issue - 434
APRIL 2015
The monthly newsletter for Petroleum Development Oman staff and its Contractors
A MAN OF
INTEGRITY
4
Page
Staying The Course
MD/TD Talk
6
Page
Sea Change
New Marine Operation
8
Page
United On Cost Control
Contractor Engagement
PDO joins the people of Oman in welcoming
His Majesty on his return to the Sultanate.
PetroleumDevelopmentOmanPDO
PDOChannel
Petroleum Development Oman
Features
First Word
Banat Oman Takes Off................................. 1
Dear Colleagues,
I am sure you are as delighted as I am by the return of His Majesty to Oman. It is difficult to find the
words to fully express personal and collective feelings about His Majesty’s homecoming – but we all feel
thankful and re-energised.The recent celebration across the Company to mark His Majesty’s return was
truly joyous and uplifting and Al Fahal will be covering it in full with a special supplement next month.
In this edition, the magazine keeps up the focus on cost control by reporting on the successful
contractor engagement event which has yielded a wide range of efficiency ideas which could save PDO
– and Oman – many millions of dollars. It is still early days but this response from our key contractors
is both promising and welcome and vindicates our approach of working collaboratively with – rather
than mandating – them to optimise expenditure.
There is also a report on the latest MD/TD Talk which was chaired by Amran and I and emphasised
the importance of us all joining together to pursue savings and value creation. Since the event, and
despite the economies we have announced, I’ve been heartened by the positivity shown by many
staff who fully appreciate the importance of building a more cost-conscious culture, especially as the
uncertainty over the global oil price shows no sign of abating.
In this tough environment, I’d like to draw your attention to the story about the operational
excellence of our Nimr and Bahja assets which have just achieved the highest ever rating given by
Shell globally for their work on unscheduled deferment management. This feat is a shining example of
continuous business improvement, with optimum resource deployment for production optimisation
and asset availability, all while safeguarding life cycle asset integrity.
As these pages show, our excellent Front End Engineering and Design (FEED) Office is also contributing
to this continuous business improvement journey. Staff are currently engaged in the first Lean project in
the Project Delivery value stream aimed at accelerating the FEED execution of a mid-sized project by
10-15% through better use of process resources, without compromising HSE.
As you all know, safety is the foundation of everything that we do and it was pleasing to see the
enthusiasm and energy which so many of you showed during the annual Safety Day which focused on
the second Golden Rule: Intervene. However, please let’s not forget that the obligation to intervene
if we witness at-risk or non-compliant behaviour is not just a 24-hour commitment but one that lasts
each and every day of the year.
Last but not least, a word for the subject of the Staff In The Spotlight feature, Nasser Al Bahlani, who
became the third winner of the Dr Abdulla Al Lamki Award for Developing Talent at this year’s PDO
Excellence Day. Nasser is an outstanding mentor, admired by his colleagues, both past and present, and
I’m delighted his excellent work in counselling, guiding and inspiring so many of his workmates has been
justifiably rewarded with the prestigious DALTA trophy.
Regards,
PHOTOGRAPHY:
Mohammed Al Mahrezi
Tel: 24675283
Staff In The Spotlight...................................... 2
Feed For Thought............................................ 3
Staying The Course........................................ 4
Operational Excellence .............................. 5
E-Claim System Pays Off............................ 5
Sea Change......................................................... 6
Ensuring Asset Integrity................................ 7
Recruiting Omani Talent.............................. 7
United On Cost Control............................ 8
Wellness Walk................................................... 8
Growing ICV...................................................... 9
ICV Boost............................................................. 9
Online Auction Success.............................10
Tech Talk..............................................................10
To Intervene: Your Right, Your
Raoul Restucci
Managing Director
Editor:
David Brown
Tel: 24673977
A Fitting Farewell............................................. 1
Responsibility....................................................11
ARABIC Editors:
Saleh Al Alawi Tel: 24678901
Zahran Al Ruqeishi Tel: 24678508
Ikhlas Al Waili Tel: 24676891
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United Media Services LLC
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Email: [email protected]
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COPYRIGHT
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Al Fahal may be reproduced
without the written permission
of PDO. Organisations wishing
to reproduce articles contained
within this issue, should get in
touch with the editors.
BANAT
OMAN
TAKES
OFF
PDO’s social development project, Banat
Oman, has signed a commercial agreement with
Muscat Duty Free to produce and supply high
quality handicraft merchandise.
The enterprise, set up by PDO to offer
vocational training to low-income women,
will supply mini “his and her” dishdasha design
pouches containing superior quality frankincense.
The pouches are the first Omani handicraft
products that meet the strict quality standards of
Muscat Duty Free.
The agreement will mean international
travellers will be able to buy the gifts duty-free
on Oman Air flights and the aim is also to supply
them for sale at Muscat International Airport. It is
the latest in a series of retail deals for Banat Oman
products across the Sultanate.
Hanan Al Rumhy, PDO’s Social Investment
Adviser, commented: “We are proud of the
women working for the Banat Oman project. The
quality of the products they produce through their
hard work, dedication and commitment enables
us to negotiate on their behalf and market them
with leading retailers, as in this case where they
can take their place among the other world-class
products offered by Muscat Duty Free.
“In addition to creating direct income for the
women, this project is also benefiting their families
and their neighbourhoods as they can pass on
their skills to others and provide a sustainable
economic boost to their communities.”
Tom Byrne, Muscat Duty Free General
Manager, said: “We continuously strive to offer our
customers a range of authentic locally sourced
products and the Banat Oman dishdashas are the
first Omani handicraft products we are honoured
to supply to our international customers. We
believe this product has a good story to tell, as
it satisfies many modern travellers’ requirements
in its offering of a cultural and natural heritage
product that educates as well as supports local
communities and women in particular.”
More than 200 women have so far been
trained through the Banat Oman project in skills
Samira, Nunu and Naila with MD's wife Kim Restucci
A FITTING FAREWELL
Three members of staff who devoted more
than 40 years to championing the importance
of fitness and health in PDO and the wider
community have been thanked and celebrated for
their dedication.
Nunu Al Aufy, Samira Al Rawahi and Naila Al
Rawahi are retiring from the Company after a
combined total of 102 years of service.
During that time, they worked unstintingly
behind the scenes in the Fitness Section of the
Ras Al Hamra Club, ensuring better facilities
and equipment for members, and support for
a number of key health promotion drives, such
as campaigns on cancer, diabetes, and Down’s
syndrome.
The three women were given a farewell
lunch at a special event attended by Managing
Director Raoul Restucci, People and Change
Director Ibtisam Al Riyami, Oil North Director
Abdulsattar Al Murshidi, Corporate Health,
Safety and Environment Manager Mohamed Al
1
Salmani, External Affairs and Communication
Manager Suleiman Al Mantheri, and Ras Al Hamra
Recreation Club President Khalid Khabouri, as well
as other colleagues.
Finance Manager for the Infrastructure
Directorate Nahya Al Suleimany, who spoke at
the event, said: “One of the underlying reasons
why these campaigns have been such a success
is quite simply through the efforts of these ladies
who really did persevere through countless push
backs and rejections over the years.”
Head of Accounts Payable Nunu, who
supported the Fitness Section for 20 years, was
singled out for helping revamp the ladies' gym
and Mina Al Fahal swimming pool, with dedicated
swimming days for women, organising charity
occasions and arranging with her finance team for
food to be auctioned during fundraising events.
Learning Project Manager Naila, who devoted
14 years to the cause, was praised for steering
such as tailoring, embroidery, dairy and bakery
product manufacture and camel bone carving.
PDO funds the training courses and facilities and
offers marketing and business support. A further
20 will join the scheme to manufacture the
dishdashas for Muscat Duty Free.
One of the Banat Oman members, Faiqa
Hamed Al Harrasi, testified to the success of
the initiative, saying: “Working has increased my
confidence by developing my creative skills. I am
now able to supplement my family’s income and
have a sense of independence.”
A focus for Banat Oman in recent months has
been to establish a strong retail network for its
broad range of products. The LuLu Hypermarket
and Al Fawaris Bakery chains have both placed
orders for cheeses for their shops in Salalah and
Muscat. The five-star Rotana and Juweira resort
hotels in Taqah are also supplied with Banat
Oman products, including dairy and bakery goods,
souvenirs, staff uniforms and bed sheets.
health campaigns, organising external speakers,
engaging contractors and collecting and donating
funds to non-governmental organizations, such as
more than RO 70,000 to the National Association
for Cancer Awareness.
And HSE Learning Support Samira was
applauded for her charity work and arranging
children’s activities over a 10-year period.
Nahya said: “Thank you all on behalf of the
Fitness Section of the RAH Club and all of
those who have benefited as a result of your
commitment, hard work and spiritual awareness.”
Raoul paid tribute to the trio’s loyalty and
wished them continued success and health.
He added: “What I have found particularly
special is every time I have joined a fitness
engagement there was so much buzz, so much
pride, so much energy and enthusiasm.
“Thank you for your continued support.
Whether you are pensioners or not, we expect
you out there and continuing to help us!”
Former Head of the Medical Laboratory Ali
Al Mandhari, another key fitness campaigner, said
the three ladies were “pillars for the Fitness Club.”
Naila, who also played a leading role on the
Diversity and Inclusion Committee, said: “The
people I have met, the experiences I have shared
– these are things that I will remember and
cherish. I will miss you all dearly. I am consoled by
the fact that retirement is not the end. It is just a
new beginning.”
Staff In The
Spotlight
Nasser Al Bahlani
(Head of Materials Integrity and DALTA winner)
Head of Materials Integrity Nasser Al Bahlani
was a popular winner of the Dr Abdulla Al
Lamki Award for Developing Talent (DALTA)
at this year’s PDO Excellence Day for his work
mentoring younger colleagues.
Nasser received 58 nominations and grateful
colleagues – both serving and former PDO
employees – even made a campaign video singing
his praises to support his candidacy.
Here, he talks about his history at PDO, his
thoughts on mentoring younger staff and his
happiness at winning the DALTA.
What is your background at PDO?
I have been working for PDO for over 30
years, starting as a welding engineer before
progressing through a number of positions in
Materials, Corrosion and Inspection (MCI). I have
also worked in quality assurance/quality control,
pipeline maintenance and corrosion management
systems and have been an active player in the
development of the discipline since 1996.
I have championed and overseen a number
of technology deployments, many of which are
firsts in Oman and even in the industry, such as
the large expansion in the use of non-metallic
materials, use of state-of-the-art corrosion
monitoring technologies, qualification of corrosion
inhibitors, utilisation of various cathodic protection
technologies and recently the major improvement
in corrosion management strategies to support
Company process safety initiatives. In 2005, I
became Corporate Function Discipline Head and
UEOC.
What is involved in your current job?
The main purpose of our existence as
material and corrosion specialists is to provide the
Company with the enablers and the assurance
that our assets are designed, constructed,
operated and maintained at the lowest life cycle
cost and the risks remain as low as reasonably
practicable (ALARP) throughout their operational
life. For this we are involved throughout project
cycle. The MCI engineer’s decisions are extremely
important and also support other disciplines from
subsurface and civil engineering, including pipelines,
mechanical static and rotating equipment, water
management, maintenance and production
operation. Having the enablers such as the
specifications, technologies and, most of all, the
competent talents to deal with the ever-increasing
challenges manifested by extremely complex
projects and ageing facilities, has mandated us to
build an MCI centre of excellence, possibly one of
its kind among major oil and gas outfits. How did you feel when you were
announced as the DALTA winner?
Overwhelmed. As the saying goes, a journey
of a thousand miles begins with a single step. It
was an idea from the team leads to nominate me
for the DALTA and I was not aware of it. It was
even a surprise for me to be contacted by the
DALTA Scheme Manager (Hussain Al Noumani)
and discover that I was one of the top three
winners. I am grateful for all the nominations. The
most exciting feeling started when my team
members gathered around me immediately after
the presentation, celebrating the award and the
department’s success. I really became stronger
and more happy with my team around.
How did it feel to be nominated by 58
people – both past and present PDO
staff?
Despite the fact that MCI is a small
community, I was astonished to know that there
had been a wide spectrum of nominators from
all disciplines, all assets and projects across PDO
and, importantly, after watching the video, from
past PDO staff. This honour has given me strong
motivation to continue the journey to put in more
effort and take the extra step to develop Omani
talent and contribute to In-Country Value.
How important to you is developing
talent?
The PDO objective for developing talent
has always been clear in its vision. Developing
talent satisfies the needs for employees to make
a difference and contributes to the organisation’s
success. It drives engagement, productivity,
retention and performance. At the personal
level I feel proud and satisfied when I see my
contribution has helped talented engineers
reaching their aspirations.
How do you make time for talent in
your busy job?
First of all my office is open all the time to my
staff and to those from other disciplines seeking
MCI advice. I always encourage and support
the technical development of Omani engineers
through the presentation of technical papers at
local and international conferences and technical
meetings. I also mentor and coach the new
engineers. I have established collaboration with
Sultan Qaboos University to give opportunities
for developing young Omanis to become more
industrially oriented rather than just academic.
Several meetings, technical sessions and projects
will be held as part of the programme.
I have also promoted and supported the
international technical community like NACE,
API and others. Importantly, I have created the
Oman section to share talent and exchange
knowledge across members. I have frequently
invited experts from reputable universities
to give presentations and training to young
Omani engineers in disciplines related to MCI
and established a monthly discipline meeting
where a young Omani engineer prepares the
agenda and manages the meeting.
What are your tips for somebody who
wants to develop talent?
Encouraging employees to take ownership of
their work, providing development focused on
helping them do their job well, and showing them
how they can progress in their organisation emerge
as the top three learning and development drivers.
Other top drivers include investing in learning and
development, providing performance incentives,
preparing people to move into jobs when they
become available, and facilitating discussions about
career development.
What are the common mistakes
that are made when people develop
talent?
From my experience, the most common
challenge is to find the right balance between
project needs for experienced staff and the need
to accommodate the development of Omani
talent. Is there anybody who has inspired
you in your career?
His Majesty Sultan Qaboos for his passion,
affection and strong belief in Omani capabilities to
build our country.
What are your plans for the future?
In order to reinforce our aspiration to form
a centre of excellence for MCI, I will continue
working to attract, develop and retain Omani
talent in the Company with the aim that all our
Subject Matters Experts and Technical Experts are
Omani before 2018.
I will continue to support the Welding School,
which will develop over 400 Omani welders to
work in the oil and gas and construction industries
in Oman. And I will encourage and support the
technical development of Omani engineers
through specialisation, industrial attachments
and contributions to local and international
conferences and technical meetings.
2
FEED FOR THOUGHT
Young Omanis from the Front End
Engineering Design (FEED) Office have staged
a road show to share the important work they
do and to invite young engineers to benefit from
the unique experience gained working there.
The office, part of the Engineering and
Operations Directorate, was formed in 2008 as
an in-house engineering hub to support PDO’s
critical, novel, and mega projects such as Rabab
Harweel, Yibal Khuff and Budour.
The two-day event showcased the full range
of activities provided by the 240 staff, including
process, mechanical, civil, electrical, control and
automation, and technical safety engineering as
well as rotating equipment, project services and
management.
Process engineer Rabab Mohammed, the
road show organising team lead, said there was
a continuous improvement and knowledgesharing atmosphere in the office which enabled
the effective and efficient delivery of projects.
This environment has led to the office
developing a “FEED Journey” for process
engineers to better understand the links
between process activities and deliverables
during FEED. This journey has been refined and
enhanced and became the first Project Delivery
value stream’s Lean project, aiming to accelerate
project acceleration and resource use whilst
improving quality and following HSE mandates.
Mohammed Al Musalami, a member of
the Process Lean team, said: “We are aiming
to accelerate FEED execution of a mid-sized
project by 10-15% with better utilisation of
process resources.
“We have set our targets and are continually
excellence in what we deliver and projects, and
make it appealing to those who would like to
join us. In addition, the process booth visitors
commended the extra mile deliverables, such as
the Processing Engineering Guidelines.
“In terms of developing Omanis, the dynamic
environment exposes young engineers to
different challenges that enhance their technical
capabilities and skills. In 2012, there were six
Omanis in the process team; however, this
challenging environment has attracted more
Omanis to the FEED Office and we have now
grown to 20 in less than three years.”
Technical Safety Engineer Ruwa Al Riyami
said: “80% of the FEED HSE deliverables are
now being done in-house, with a major focus
on identifying risks and hazards in projects
and facilities and advising on their mitigation
monitoring the results during 2015. If we
succeed, we will look for new targets to continue
improving our business.”
Colleague Rohit Gupta added: “Lean is a
behaviour and a mindset. It can be implemented
only if everybody is on board.”
Process Engineer Asaad Mahrami said: “The
idea of the road show was to let people across
PDO know that we are the centre of engineering
measures. Where we do use a contractor we
ask them to come in to share their knowledge.
“We also examine human factors, optimising
the way people can work in a cost-effective
and safe manner – do they need a platform to
stand on, for example, so they don’t have to
overstretch to do something?
“We look at HSE from a more technical
viewpoint but offer good on-the-job experience.
It is an attractive experience and offers a very
bright future.”
3
STAYING THE COURSE
Managing Director Raoul Restucci and
Technical Director Amran Al Marhubi have
reiterated the importance of leaving no stone
unturned in the pursuit of cost control and value
creation.
Speaking at the latest MD/TD Talk, Raoul
outlined the state of the global industry in the
low oil price environment and emphasised the
need for all PDO staff and contractors to play
their part in achieving greater efficiency.
Addressing a packed conference room in the
BMF, and with thousands of employees tuning in
via a live web link, he said there were “thousands
of opportunities” to reduce waste but that no
short-cuts would be taken and HSE and asset
integrity would continue to be overarching
priorities.
Raoul insisted the fundamentals of the
business were good, that PDO had a robust
portfolio and that the Company was still
pursuing a growth drive – with momentum
building to a production plateau of 600,000
barrels per day by 2019 - despite the prevailing
market conditions.
He said: “Our activity levels and spend
are 15% higher in 2015 than last year. We are
confident in our programme but the oil price
collapse provides opportunities for significant
cost reductions. We are going to stay the course
and we have a number of great opportunities
to execute work more efficiently and to reduce
waste. The current environment is helping us,
enabling us to challenge the status quo.
Raoul pointed out that PDO was also
accelerating well hook-ups and interventions,
redeploying abandonment hoists (following the
excellent progress over the last two years) for
enhancing production restoration and using Lean
and well-established practices such as leading
Well and Reservoir Management surveillance to
maximise production and revenue.
He also outlined how the Company was
working collaboratively with its contractors,
rather than mandating them, on expenditure
optimisation, and Amran gave an insight into the
progress which had been made with just one
major contractor to cut waste on engineering
work which had identified possible savings in
excess of US$30 million.
Ideas included routing pipes overground,
using narrower flow lines to reduce the amount
of expensive anti-corrosion lining, reviewing the
number of piping welds which are inspected,
leveraging purchasing power, addressing risk
allocation and examining the ISO inspection
regime to ensure unnecessary work was kept
to a minimum.
Amran summed up the approach saying:
“Let’s not do anything foolish but let’s stop doing
foolish things.” He further stated there was a
trend and opportunity for more in-sourcing and
drew attention to the Front End Engineering
Design (FEED) Office which had worked on the
three PDO mega projects at Rabab Harweel,
Yibal Khuff and Budour, adding: “The FEED
Office creates incredible value not just for the
mega projects, but also for benchmarking and
assessing third party bids.”
Raoul said: “We have much to do and there
are no plans for forced redundancies. We have
presently frozen establishment levels with plans
to reduce the workforce to a cap of 7,400
through natural processes, such as retirement
and the non-renewal of certain expatriate
contracts when they lapse. We also have to stepup our efforts to support Oman and we are on
track for establishing more than 7,000 jobs for
nationals with our contractor community.”
He closed by stressing that: “None of the
prices that the market throws at us will stop
PDO. In periods of difficulty and uncertainty, it’s
key to get the fundamentals right and our track
record and robust business plan enable us to
stay the course.”
• United On Cost Control, page 8
“Never waste (what some interpret as) a
crisis. We need your help and are very receptive
to new ideas. Don’t just go to a water cooler
and express concern. Play a role and seize the
opportunity.”
4
OPERATIONAL
EXCELLENCE
The Nimr and Bahja assets have achieved
the highest ever rating given by Shell globally for
improvements in the area of operational reliability
External auditors awarded the clusters
a calculative score of 76% for their work on
unscheduled deferment management with
associated analysis, leadership support and
communication which all lead to elimination of
repeat and potential failures.
The accolade came after the rigorous
application of quality Root Cause Analysis (RCA)
and tracking subsequent actions through to
execution via Operational Reliability Improvement
Process (ORIP) tools and processes.
This approach led to the saving last year of
more than 500,000 barrels of oil, which would have
otherwise been lost in unscheduled deferment.
The Nimr and Bahja asset teams attained the
score by implementing “Blade 21,” a Shell matrix
consisting of 15 elements which must be complied
with to ensure the business is effective to a high
level of operational reliability. These include RCA
action tracking, competence, leadership and teams,
unscheduled deferment benchmarking and ORIP
overdue actions.
Nimr Reliability Engineer Hussain Al Hasni said:
“This was about how we identified, prioritised,
assessed and analysed risks - such as unscheduled
breakdowns, electrical trips, unavailability of water
disposal pumps and nuisance alarms - and how
we mitigated their threat to a smooth production
operation.
“Our approach was firstly reactive, dealing with
and learning from actual incidents; and secondly
proactive – assessing what could wrong by gauging
the risks and trying to stop it happening before it
actually did.”
After rigorous implementation of Blade 21
processes, there was a significant improvement in
terms of the reduction in production deferment
with 356,000 barrels saved in Nimr and 203,000
barrels in Bahja. Additionally, there has been a
step change in the introduction of an enhanced
reliability culture, where all involved see great value
in a process that can very much help them improve
and succeed.
Oil South Director Reliability Engineering Team
Leader Daniel Rowlands said: “This is the result of
more than two years of collaboration and intensive
focus between the asset teams, the Reliability
functional group and also the Global Operational
Excellence team. The people involved were critical
to the success.
“The challenge now is to sustain this level
and even improve upon it. Not only this, but the
Reliability function will be rolling out the lessons
learnt from the Nimr and Bahja journey to all
PDO assets.”
Managing Director Raoul Restucci described
the achievement as “another example of
operational excellence in action” and added: “I
wish to congratulate and commend all involved
for their commitment, determination and
sterling contribution to this key assessment and
recognition – testament to continuous business
improvement, with optimum resource deployment
for production optimisation and asset availability,
all while safeguarding life cycle asset integrity. Truly
first class.”
E-CLAIM
SYSTEM
PAYS OFF
Other benefits include:
• Any technical issues can be handled faster,
more efficiently and effectively and at lower
cost
• Improved employee data
• Better controls built for most types of claims
• Improved user guidance with policy
specification.
The E-Claim project was a collaboration
between the People and Change Directorate and
UIIS, with the following core members heavily
payments between HR and Payroll, and in 2005 it
was fully automated for both employee claims and
the approval process. Now, we have better features
under a single staff sign-on and better controls.”
Project Technical Lead Salah Al Haddabi
added: “The project was challenging in terms of its
technicality and design with minimal consultancy
support. Tremendous efforts and time were
invested to come up with a design that caters for
PDO’s purposes and requirements.
“Even to ourselves, the result is astonishing
as we have delivered a robust and
scalable application that competes
with many world-class solutions.
I take pride in this project as it
was managed and developed inhouse via a talented team of PDO
employees. It’s a dream come true.”
Mayyada said: “The E-Claim
project was a great opportunity for
all project team members to work
together in applying their knowledge
and experiences in improving the
existing processes within E-Claim.
All relevant stakeholders were
engaged to ensure that we incorporated all the
complex business rules and validations in order to
provide a robust and compliant solution.
“Moreover, thanks to the effective change
management we were able to avoid impact
on claims payment as we transitioned from
Promaster to SAP E-Claim. There was great
team work amongst the project team members
and I am proud to have had the opportunity to
manage a project that was implemented by PDO
employees with minimal involvement from external
consultants.”
A new user-friendly method for staff to claim
business expenses has been hailed a success.
The E-Claim system, which was designed
in-house, offers an automated one-stop shop
for employees and enables more claims to be
automated and approved.
The online process handles all the expense
claims raised and verified by employees which
were previously dealt with in an interface called
Promaster.
However, Promaster had a number of issues
including the fact it had been externally developed
so the maintenance, support and enhancement
were sometimes inefficient and ineffective. It was
also not fully integrated with SAP, difficult to use
and expensive to run.
A feasibility study was conducted by the SAP
(UIIS) team in the Information Management and
Telecommunications Department to investigate
the possibilities of replacing the system with a
SAPphire solution and it was decided to move
forward with this recommendation.
Implementing a SAP reimbursement system
provides an end-to-end solution – from applying
for the claim until the payment is processed - that
is integrated in SAPpHiRe.
5
The Bahja team
involved: Project Manager Mayyada Al Mandhari,
Core Business Manager Mouza Al Mahrouqi,
Technical Lead Salah Al Haddabi, Functional Lead
Taimura Al Hashmi, Change Manager Nusaiba Al
Hakmani and core business team members Fadiya
Al Rawahi and Hanan Al Rawahi.
Head of Shared Services and Process Owner
Mouza Al Mahrouqi said: “The introduction of the
E-Claim system is a step towards PDO’s effort and
focus on continuous improvement.
“Expense claim automation started back in
the late 1980s when it was 50% automated to link
SEA CHANGE
PDO has overhauled its marine operations
with a new way of working to increase InCountry Value (ICV) and improve efficiency.
The strategy covers the vital offshore
work which ensures that all of Oman’s export
hydrocarbons reach the tankers moored at Mina
Al Fahal (MAF) port safely and without delay.
The hub, which is operated by PDO under
licence from the Ministry of Transport and
Communications, deals with up to 500 tankers
every year, exporting 300 million barrels of
crude oil and import/export Oman Liquefied
Natural Gas condensates and products.
The Company has split the scope of the old
contract, which started in 1999, into two so that
the towing and diving aspects of the operation
are conducted by separate operators instead of
the same contractor.
The towing is now managed by Svitzer
Sohar LLC (Oman) enabling more Omanis to
be trained and employed. At present, 80% of
the tugboat crews are Omani but there are
aggressive plans to reach 98% within three years.
Head of Marine Operations Captain Atiq
Ahmed said:“If there is a delay in marine services,
it can have a huge impact on our reputation as a
competent and reliable supplier.
PDO crude oil tank farm and Orpic refinery by
five subsea pipelines which are 2.5km, 3km and
4km in length and laid on the seabed.Tankers are
then moored to the SBMs while the oil is loaded
using 20-inch dimater flexible hoses.
The revamped set-up includes five new
tugboats, including two 75-ton bollard-pull
anchor-handling tugs, fully capable of towing
a very large laden crude carrier to a safe area
in case of engine failure or emergency. The
enhanced capability and equipment will improve
marine services to valued customers and provide
top quartile operations and risk management
assurance.
AbdulWahab Al Sabbagh, Category Manager
for Engineering and Operations Contracts, said:
“We have awarded two contracts to replace
the old one but PDO will still manage the
entire operation to provide flexibility. This is
a competitive arrangement which allows the
contractors to concentrate on what they do
best.
“As well as streamlining and segmenting
operations so they run more smoothly, another
key element of the new strategy is a solid
development programme for Omanis.
“We now have a strong team which can
deliver a reliable, safe service, ICV, asset integrity
and customer satisfaction.”
Contracts Engineer Boualem Guesraoui said:
” We received a good response from the market
and we believe that we got very competitive
prices. In addition, we used terms and conditions
that are appropriate for the marine industry and
a very simple and comprehensive commercial
structure.
“All the lessons learnt from the previous
contract were captured in the new tender
and we hope it will be a smooth and very
collaborative journey between PDO and the
new contractors.”
Another Contracts Engineer Ismail Muqbali
said:” Separating the diving and maintenance
scope from the tug boats allowed PDO to test the
market and give the opportunity for numerous
local diving and maintenance companies to
participate. It also helped to secure services at
improved terms and conditions, better quality,
modern equipment and reduced cost.”
“At the moment, we have a very good
reputation at the MAF port – one of the best in
the Middle East – and this contract sustains that.”
The diving, subsurface and maintenance
aspect of operations is being run by UAEowned Bahwan Lamnalco LLC, which has an
Omani arm in Muscat. There are six divers and
five maintenance staff, all Omanis, who work at
depths of up to 50 metres.
The dive and maintenance team inspects,
repairs, and maintains the three single buoy
moorings (SBMs), subsea and floating hoses and
subsea pipelines.The SBMs are connected to the
6
ENSURING
ASSET
INTEGRITY
Technical Director Amran Al Marhubi has
spelled out the extensive efforts which are being
made to ensure the safety of PDO’s assets.
Making a keynote speech to the 10th Annual
Asset Integrity Management Summit in Muscat,
Amran said: “I am convinced that accepting that
we do not know that our assets are safe is critical
to making any progress with Asset Integrity. We in
PDO accept that we cannot yet say that we know
our assets are safe, but we are totally focused to
getting there in the next 12 to 24 months and I
want to share with you some of the steps we are
taking to getting there.”
He pointed out that PDO operations staff
had been given a mandate to shut down a facility
if manning levels fell below a defined minimum
acceptable level and/or the integrity of the facility
cannot be assured. He also described how
“fishbowl” sessions had been introduced where
senior managers visit each site to discuss recent
Process Safety incidents with the workforce to gain
insights as to why or how similar incidents will not
happen again in our facilities.
Additionally, Amran also described how PDO
had developed a new project handover process
that tightens the deliverables before operations
will accept a new facility and instigated an annual
“Letter of Assurance” signed by the asset owner
asserting that he has made checks and is assured
of key integrity parameters, such as compliance
to inspection and maintenance plans, and that
observed corrosion rates are in line with design.
Amran told the audience: “Listen carefully
to your staff; they have the answers, our role as
management is not to second guess but help them
implement.
“Secondly this is a journey requiring many small
improvements. Do not wait to design the perfect
management system. In short, do not allow best to
get in the way of better.”
PDO hosted the four-day summit and three
members of staff were on the 10-man advisory
board: Functional Maintenance and Integrity
Manager Rashid Al Harthy, Functional Technical
Integrity and Process Safety Team Leader Wahib
Buali and Technical Integrity Co-ordinator Waleed
Al Kindy.
In his Chairman’s opening speech, Rashid said:
“Asset Integrity and Process Safety Management,
the need for it and the leadership of it must
be properly understood at every level in the
organisation – not just among a few dedicated
process safety professionals.
“Whilst there is undoubtedly a great deal of
debate taking place about process safety at the
present time we all need to be convinced that
everyone understands and takes full accountability
for the part that they must play to assure the safety
of our assets.”
The Company’s AI experts also played
prominent role in roundtable sessions at the
event, with subjects including the use of Lean in
accelerating the execution of integrity projects,
operating integrity, understanding the root causes
of Tier 1 incidents, delivering ICV and technical
integrity through in-sourcing of equipment repairs,
and complying with AIM requirements in mega
projects.
More than 300 delegates from oil and gas
companies at home and abroad attended the
summit, which focused on practical solutions
for design, technical, operational and leadership
integrity in the Middle East
In his speech, His Excellency Salim Al Aufy,
Undersecretary at the Ministry of Oil and Gas,
said there was a need to reduce production losses
caused by unscheduled deferment which had hit oil
production by six to seven per cent last year.
He added: “We could have easily crossed the
million-barrel mark a year ago, if we hadn’t lost on
production due to unscheduled deferment.
“Organisations should be spending more on
liability engineers, those who can analyse the data
and understand whether a temperature increase
is a good thing or bad, or a pressure increase
somewhere is going to have a consequence down
the line.”
RECRUITING
OMANI TALENT
There was also a presentation explaining the
Company recruitment process and showcasing
the different jobs, the development and career
ladders, the diverse roles and responsibilities, and
the organisational structures of the Petroleum and
Operations and Engineering functions.
Petroleum Engineering Skill Pool Manager
Nada Al Kindi said: “It was very well organised and
it was great to meet talented young Omanis, and
some potential future PDO petroleum engineers.
“In addition to explaining the different disciplines
they can join, we also took the graduates through
the new Graduate Development Programme
and explained the international assignments and
distance learning opportunities in PDO.”
Operations Graduates & Training Adviser
Mohammed Al Mujaini confirmed the significance
of participating in the event, which was organised
by the UK-Omani Students Advisory Council in
association with Loughborough University Omani
Students Society.
He said: “It was a great opportunity for us to
meet Omani graduates and present to them the
type of jobs available in PDO and answer any
technical queries raised by them.”
PDO was commended for its participation and
financial support with a beautiful emblem at the
graduation ceremony held after the career fair. In
addition, each representative received a token of
appreciation.
PDO recruiting specialists have attended
a popular career fair in the UK to attract young
Omanis to work for the Company.
A team of recruitment advisers from the
People and Change Directorate was joined by Skill
Pool Managers from the Petroleum Engineering
and Engineering and Operations Directorates for
the gathering at Loughborough University.
The event at was held under the auspices of
His Excellency Ahmed bin Said Al Kathairi, Chargé
d’affaires at the Embassy of the Sultanate of Oman
in the United Kingdom and attracted more than
180 students from different colleges in Britain.
PDO representatives informed the graduates
of the required majors for 2015, such as mechanical
engineering, chemical and process engineering and
geophysics while answering their queries, and giving
away power banks as a practical gift to each visitor
to the stall.
7
UNITED
ON COST
CONTROL
PDO has urged its key contractors to identify
opportunities to save money to tackle the steep
fall in oil prices.
The Company staged a workshop at the
Learning and Development Centre with 150 of
its main contractors to outline its approach to
cost reduction.
The audience of senior contractor executives
was asked to submit proposals to cut waste,
increase efficiency and maximise revenue. These
will be reviewed and implemented as quickly as
possible if they are deemed viable and do not
compromise PDO’s strict personal and process
safety regimes.
During the workshop, Managing Director
Raoul Restucci spelled out the current state of
the global oil and gas industry and the possible
ramifications of the price slump for the Sultanate.
He said it was important that the Company
stayed the course with its growth plans by
focusing on revenue-generating projects while
delivering savings wherever possible.
He said: “PDO is trying to identify prudent
economies across the full spectrum of its business
in the current challenging environment. This
includes working with our contractor community
to identify sustainable cost-saving measures
and opportunities but without jeopardising
the quality of their work or key priorities such
as health, safety and the environment and the
welfare of their staff.
“We are here to listen, not to mandate, to
understand contractor constraints and to cooperate in a mutually beneficial partnership to
create value for Oman. Our approach should
very much be: ‘Let’s not waste a crisis. Let’s seize
the opportunity to create value for both sides.’
“PDO is a fair company and we want
contractors to speak their minds. We look
forward to hearing about how we can secure
greater synergies and jointly develop effective
economies on both existing and future contracts
with each and every one of you.”
Contracting and Procurement Head of
Strategy and Planning Saif Al Harthi said:
“Whatever we do should be adding value and
we want to hear all the ideas which will help us
to reduce waste and costs in the most effective
fashion.
“We still need to deliver our programme for
this year and ensure PDO remains a sustainable,
robust business for the future and we need to find
savings through efficiencies and improvements in
our contracts to do this. Collaboration with our
contractors is key and we aim to achieve this
through an open, honest transparent dialogue.
“Follow-up engagements with contractors
are planned, and we will look into our standards,
terms and conditions, alternative specifications,
efficiency improvements and risk sharing
allocation to maximise value and reduce costs.”
Many the contractors who spoke agreed
there were opportunities to work together on
cost control.
Roel Berendsen, Assistant General Manager,
Sales and Marketing, at Oman Oil Industry
Supplies and Services, said: “This collaborative
approach is absolutely the right thing to do.”
WELLNESS
WALK
Managing Director Raoul Restucci has called
on more staff to participate in the annual Wellness
Walk after a lower-than-expected turnout for this
year’s event.
Contracting personnel formed the majority of
participants on the return stroll to Gate 3 from
the BMF car park.
Raoul said: “Thank you to all those who
supported this year’s Wellness Walk, although
I was disappointed that the bulk of participants
were contractors and with few employees.
“The warm-up and walk takes about an hour
of your time, offers a great opportunity to meet
new people and is a personal commitment from
you for a healthier lifestyle. Please try to make the
effort next year.”
Other Wellness Walk events took place across
PDO's internal locations, including at Harweel.
8
GROWING
ICV
A major contractor has showcased the
significant strides it has made on the Omanisation
front at an event attended by senior PDO
executives.
Tebodin and Partners, which is the largest
engineering company in Oman, has 400 Omanis
on its staff, including 330 engineers and designers.
The engineers work on many PDO
contracts including engineering, maintenance and
construction in the North, and EPCC- Engineering,
Procurement and Construction in the Nimr area
and Concept Engineering Services.
The company has its own In Country Value
(ICV) department which organised the event titled
“In Tebodin We Grow” to show its clients, the
management, all Omani staff and especially the new
Omani recruits the opportunities on offer, including
the posting of two promising Omani staff to an
office in the Netherlands to obtain international
experience.
During the event, about 20 young Omani
staff showed their capabilities and what they have
learned using an engineering project based on a real
case.They have also produced a technical induction
book containing the basic discipline knowledge that
any new graduate engineer working at Tebodin
needs to have.
Tebodin ICV and Business Development
Manager Mohammed Al Ruqaishi said: “T&P
offers various training courses aimed at enhancing
technical and business skills. A four-year training
scheme has been developed which meets our
company’s and most of the client’s needs. Most
of the subjects that Omanis are trained in are
technical.
“Some training courses emphasise the
importance of working independently and being
self-sufficient. Our engineers learn how to take
‘ownership’ of their projects and they apply this
as they learn on the job. Fundamental skills such
as working together to get a project done, the
importance of communicating well and the value
of being on time are part of the training.”
And the company’s Managing Director Salim Al
Kindi “We truly believe in the ICV drive and are
committed to training young Omani staff to be
the leaders of tomorrow. We were very excited
to give the Omanis at Tebodin an opportunity
to demonstrate their potential and capabilities.
However, we have to admit that developing young
Omanis is a challenge within the competitive
business world but this is essential to Oman’s
future success.”
PDO has approved a provision within existing
EMC contract for four principal engineers to be
full- time trainers which will allow Tebodin to
provide more attention to the requirements of
Omani fresh graduates.
PDO Engineering and Operations Director
Abdullah Al Shuely praised the quality of the
presentation and the overall event.
And Engineering Project Delivery Manager
Julian Masters said: “I was really pleased to have
been invited to this event and to have experienced
the enthusiasm with which the young Omani staff
presented the demonstrator project, drawing out
some of the lessons they have learned about the
value of good communication, careful design - with
its attention to technical safety - as well as overall
project management skills.
“One of my visions for Oman and developing
ICV in the oil and gas industry, is to move to
‘exported from Oman.’ The fact that two engineers
are going to the Netherlands is the very first step
for Tebodin. In the tough low oil price world we
now find ourselves in, getting better at what we
do well and doing the right thing first time will
be key to success. I believe that internal Omani
development programme will support Tebodin &
Partners through the years ahead.”
ICV BOOST AS NEW WORKSHOP OPENS
A new plant has opened in Nizwa to carry out
important anti-corrosion work for the oil and gas
industry which was previously performed abroad.
The facility will specialise in the application
of fusion bonded epoxy (FBE) internal coating
to protect carbon steel pipes and fittings from
long-term deterioration. It will be responsible for
providing internal FBE coating for new construction
and asset integrity projects, including pipelines,
piping and flow lines, in PDO’s operations.
The workshop will save money and time,
reduce road exposure and boost local employment
as until now the work has been conducted in Saudi
Arabia, the United Arab Emirates and Germany.
In-Country Value (ICV) Development Manager
Mohammed Al Ghareebi said: “This new facility will
offer significant benefit to Oman and PDO because
it will enable important asset integrity pipe coating
work to be done in the Sultanate for the first time.
“Having to do FBE work abroad caused
transportation and border clearance hold-ups
and additional administration. Now, we can ensure
that the coating of pipes is done more effectively
at a lower cost by Omani nationals with shorter
delivery times.”
“This new facility demonstrates PDO’s strong
ICV commitment to create more employment
for Omanis and underlines the fact that, through
9
collaboration and team work, targeted goals can
be achieved.
“This is another milestone for PDO on the ICV
journey towards achieving sustainable development
and training a skilled Omani workforce. What can
be done in Oman, must be done in Oman.”
The 16,000m2 plant on the Nizwa Industrial
Estate took 18 months to build and employs 45
people trained in blasting, coating and other plant
operation activities. It boasts a blasting and coating
booth, a primer application system, heating ovens,
a loading facility, a storage yard and a testing
laboratory.
The complex is owned and run by the Arabian
Pipe Coating Company Oman LLC, a subsidiary
of APCO Ltd, which is an established pipe coating
operation in Jubail, Saudi Arabia.
Abdullah Tannous, General Manager of APCO
Ltd, a company which has been operating in the
GCC and broader Middle East region for more
than 30 years, said: “APCO Oman will cater to local
industry in Oman by providing high performance
internal and external custom coating solutions for
the oil and gas and water industries.
“The facility will bring significant value to the
Oman market place as it consolidates supply
chains, shortens lead times for project completions
and brings technology-based solutions to industry
in Oman.”
ONLINE
AUCTION
SUCCESS
PDO has staged its first ever online auction to
bring greater efficiency, speed and transparency
to the sale of unwanted goods.
A web-based bidding tool was used to
successfully facilitate the February sale of scrap
materials such as pipes, sucker rods and cables.
The initial groundwork involved setting
up the correct e-bidding platform, training the
bidders, placing advertisements in prominent
newspapers for the lots being sold, preregistering the bidders by obtaining the requisite
certificates and bank guarantees and providing
them with the log-in ID and password to make
offers on the day of the auction.
The online bidding took place from 7am4pm and a total of seven bids were received.
The process guaranteed firm submission and
acceptance of offers and completely eliminated
the lengthy hassles and delays that are normally
associated with the usual paper bid submission
process, which has now been phased out.
The sale generated revenue of RO 2.1 million,
provided total transparency and credibility of the
submitted data and also enabled:
•
A reduction in the bidding and award
process turnaround from 10 days to one
•
Instant comparison of bids submitted
•
Time benefits and reduction in paperwork
and postage
•
A complete electronic audit trail of bids
submitted
•
•
•
A secure bidding environment
Increased efficiency in the process
The feasibility of submitting multiple bids.
Speaking on the success of the initiative,
Head of Procurement Abdulla Al Harthy
congratulated his team and FPB5 for working
together successfully.
Finance Director Haifa Khaifi also applauded
the team saying “This is certainly a key milestone.
Thanks to all those involved in making this a
success.”
And there were words of praise from
Contracting and Procurement Manager Husam
Al Jahdhami, who said “This initiative should
go a long way to addressing transparency and
efficiency issues.”
Tech Talk
Pigging in the context of pipelines refers to
the practice of using devices known as “pigs” to
perform various maintenance operations on a
pipeline, specifically inspection and clearing.
When a pipeline contains sharp bends and
restrictions, pigging becomes a challenge and is
not possible using conventional devices. Such
pipelines are termed as “non-piggable.” For that
reason, the integrity of non-piggable carbon steel
pipelines in PDO is currently assessed using the
external inspection of axially sampled locations.
This involved sometimes digging a small section
of a pipeline to place an external inspection
device.
However, with advancing technologies,
the ability to pig the non-piggable pipelines
can become feasible. PDO’s Materials Integrity
function team, together with the New
Technology Department, embarked on a
technology search followed by a trial to enable
a new full-coverage inspection method for
non-piggable pipelines. Two technologies were
trialled: stress-concentrated tomography (SCT)
and the flexible ultrasonic pipeline intelligent pig
system.
SCT is an above-ground survey method
that has the potential to detect metal loss
and other stress-concentrating defects on
buried or above-ground pipelines. It is one
implementation of a group of methods that
are based on measurements of magnetic field
variations at a distance of several pipe diameters
away from the examined carbon steel pipeline.
These are known collectively as large stand-off
magnetometry methods.
The
flexible
ultrasonic
intelligent
pig
system provides full inspection coverage of
conventionally non-piggable pipelines. It is
a new implementation of an ultrasonic wall
thickness measurement on a multiple-articulated
lightweight intelligent pig. Its light weight gives
benefits for launching in pipelines without
permanent scraper traps while the flexible
articulation enables difficult pipe configurations
like bends and restrictions to be traversed.
Both technologies were tried in the field
and benchmarked against conventional pigging
practices. The trials demonstrated that flexible
ultrasonic intelligent pigging managed to provide
a full coverage inspection for the non-piggable
pipelines. However, despite offering a very costeffective alternative, the SCT technology results
were not in line with the benchmark, possibly
due to its low maturity, which makes it unfeasible
to deploy in PDO fields at the moment.
10
TO INTERVENE:
YOUR RIGHT, YOUR
RESPONSIBILITY……
All PDO contractors and staff took time
out on this year’s Safety Day to discuss and
debate the importance of intervening, the
second of PDO’s Golden Rules.
The teams shared ideas, safety concerns
and stories of how they had intervened both
within PDO and their private lives.
Everyone became actively involved and
participated in role-playing exercises where
scenarios were played out and then groups
debated the right and wrong ways to intervene
or to receive an intervention when a person
had seen someone behaving in a reckless,
dangerous or non-compliant manner. These
often turned out to be humorous but also had
an important aspect of showing the importance
of caring for the safety of everyone at all times.
A PDO film regarding a recent intervention
in Yibal was shown which demonstrated the
power of intervening, where a contractor was
11
stopped by a colleague from cutting a live flow
line, saving four lives.
Managing Director Raoul Restucci said: “I
know it’s not easy, it takes courage. Sometimes
you receive push-back, and some colleagues
may even say ‘It is none of your business’
but it is, it’s your right, your responsibility to
intervene because we should all care.”
The sessions relayed useful tips to make a
successful intervention, such as pointing out
to the person at risk the human, financial and
environmental consequences of their actions
while ensuring it is done in a polite, positive
and respectful way.
The three Health, Safety and Environment
(HSE) Golden Rules – Comply, Intervene and
Respect – are key pillars of PDO’s aspiration of
attaining Goal Zero – no harm to people and
the environment.
Corporate HSE Manager Mohamed Al
Salmani said: “It is important to intervene if
you see somebody acting in an unsafe way and
sometimes you may have to change tactics if
your initial approach does not work.
“At the same time, it is also important for
the person who is approached to react in the
right way by listening to any concerns which
are raised.
“Safety is core value in PDO and is an
overarching priority in everything we do in our
operations. Our safety performance relies on
all of us understanding the basics, such as the
rules, procedures and standards and carrying
out our day-to-day activities in a safe manner.”
Ways to sustain the focus on intervention
were also debated during the sessions and
suggestions were made to publicise good
examples in the future.
‫التدخل‪:‬‬
‫حق وم�س�ؤولية‬
‫كر�س موظفو ال�شركة وال�شركات املتعاقدة معها يوم‬
‫ال�سالمة لهذا العام لبحث ومناق�شة �أهمية التدخل‪ ،‬ثاين‬
‫القواعد الذهبية بال�شركة‪.‬‬
‫�أحد موظفي ال�شركات املتعاقد معها عن العمل من قبل �أحد‬
‫الزمالء عندما كان يهم بقطع خط تدفق حي‪ ،‬وقد ت�سبب هذا‬
‫التدخل يف �إنقاذ �أرواح �أربعة �أ�شخا�ص‪.‬‬
‫وتبادلت الفرق امل�شاركة الأفكار واهتماماتها املتعلقة‬
‫بال�سالمة وجتاربها يف كيفية التدخل �سواء كان ذلك داخل‬
‫ال�شركة �أو يف حياتهم اخلا�صة‪.‬‬
‫وقال املدير العام را�ؤول ري�ستو�شي‪�“ :‬أعلم �أن التدخل‬
‫لي�س �أمر ًا �سه ًال وهو يتطلب �شجاعة حقاً‪ .‬قد تتلقى ردود فعل‬
‫�سلبية �أو قد يقول البع�ض �أن الأمر ال يعنيك‪ .‬ولكنه يعنيك‬
‫فعالً‪ ،‬فالتدخل حق من حقوقك بل من م�س�ؤولياتك �أي�ضاً‪ ،‬لأننا‬
‫يجب �أن نظهر اهتمامنا”‪.‬‬
‫و�شارك جميع املعنيني بن�شاط يف تدريبات لعب الأدوار‬
‫حيث مت متثيل �سيناريوهات‪ ،‬ناق�شت املجموعات بعدها‬
‫الأ�ساليب ال�صحيحة واخلاطئة للتدخل‪ ،‬وكيفية تقبل التدخل‬
‫عندما ي�شاهد �شخ�ص �شخ�ص ًا �آخر يت�صرف بطريقة‬
‫متهورة �أو خطرة �أو غري متوافقة مع القواعد‪ .‬ومت متثيل هذه‬
‫ال�سيناريوهات ب�أ�سلوب ي�شيع روح املرح والدعابة‪� ،‬إال �أنها‬
‫�أظهرت �أي�ض ًا جانب ًا هام ًا من اجلوانب املتعلقة ب�أهمية العناية‬
‫ب�سالمة اجلميع يف كافة الأوقات‪.‬‬
‫ومت عر�ض فيلم من ال�شركة حول حادثة تدخل وقعت‬
‫م�ؤخر ًا يف جبال والتي �أظهرت قوة التدخل‪ ،‬حيث مت توقيف‬
‫‪11‬‬
‫تعلمنا من حلقات العمل هذه ن�صائح و�أ�ساليب مفيدة من‬
‫�أجل التدخل الناجح‪ ،‬كتنبيه ال�شخ�ص املت�سبب يف اخلطر �إىل‬
‫العواقب الب�شرية املالية والبيئية الناجمة من ت�صرفاته‪ ،‬طاملا‬
‫يتم التدخل بطريقة �إيجابية وب�أ�سلوب م�ؤدب وحمرتم‪.‬‬
‫والقواعد الذهبية الثالث لل�صحة وال�سالمة والبيئة‪:‬‬
‫االلتزام والتدخل واالحرتام ؛هي الركائز الأ�سا�سية لطموح‬
‫ال�شركة لتحقيق الهدف ال�صفري ‪ -‬ال �ضرر على الإن�سان وال‬
‫على البيئة‪.‬‬
‫وقال مدير ال�صحة وال�سالمة والبيئة بال�شركة الزميل‬
‫حممد ال�سلماين‪“ :‬من املهم �أن تتدخل �إذا ر�أيت �شخ�ص ًا‬
‫ما يت�صرف بطريقة غري �آمنة‪ ،‬و�أحيان ًا قد ت�ضطر �إىل تغيري‬
‫طريقتك يف التدخل �إذا مل ينجح الأ�سلوب الأول الذي اتبعته”‪.‬‬
‫“ويف الوقت نف�سه من املهم بالن�سبة لل�شخ�ص املتلقي‬
‫للتدخل �أن يرد بالأ�سلوب ال�صحيح من خالل اال�ستماع �إىل �أية‬
‫خماوف تثار معه”‪.‬‬
‫“ال�سالمة هي �إحدى القيم الأ�سا�سية يف ال�شركة‪،‬‬
‫وحتظى ب�أولوية �شاملة يف كل ما نقوم به يف عملياتنا‪ .‬ويعتمد‬
‫�أداء ال�سالمة لدينا على فهمنا للأ�سا�سيات‪ ،‬مثل القواعد‬
‫والإجراءات واملعايريوتنفيذ املهام والأن�شطة التي نقوم بها‬
‫ب�صفة يومية بطريقة �آمنة”‪.‬‬
‫وقد متت مناق�شة ال�سبل الكفيلة لال�ستمرار يف الرتكيز‬
‫على التدخل �أي�ض ًا خالل هذه احللقات وقُدِّ مت اقرتاحات‬
‫لال�ست�شهاد ب�أمثلة جيدة يف امل�ستقبل ون�شرها‪.‬‬