Stomo second & third quarter newsletter

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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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


Words of

wisdom


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.


Meet, greet and lunch

GM Tree Planting

GM Tree Planting

Manah Visit




Manah Visit




GM Tree Planting

Juma Tree Planting


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


Ian 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).


Words of

wisdom


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%


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%


Forced Outage Rate (Actual) Forced Outage Rate (Budget)

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%


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.


Words of

wisdom


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.


Words of

wisdom


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!!


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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.


Words of

wisdom


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!!!


Words of

wisdom


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.


Words of

wisdom


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


Words of

wisdom


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.


Words of

wisdom


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

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.


Words of

wisdom


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.


Words of

wisdom


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


Words of

wisdom


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.


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

Stomo second & third quarter newsletter

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Transcript of Stomo second & third quarter newsletter