1

Student Name: Amal Qasim Mohammed Ahmed

Internship start: 13 Jan 2019

Internship Finished: 21 Mar 2019

Working hours: 8 hours per day 40 hours per week

Company name: Saudi Enaya for health insurance

2

Table of contents

Executive Summary ………………………………………………………………………………………… 3

Company Description ………………………………………………………………………………………… 4

Product & Services …………………………………………………………………………………………………… 5

Saudi Enaya Organizational Structure……………………………………………………………………………. 6

Internship Activities ………………………………………………………………………………………………………. 7

Organization Layout & responsibilities………………………………………………………………….. 8

Product and services flow …………………………………………………………………………………… 9, 10, 11

Saudi ENAYA Departments ……………………………………………………………………………………… 12, 13

Quality & Control ………………………………………………………………………………………………….. 14, 15

Comparison Theory ……………………………………………………………………………………………………… 16

Assessment of Internship …………………………………………………………………………………………….. 17

Conclusion …………………………………………………………………………………………………………………… 18

Appendix ………………………………………………………………………………………………….. 19, 20,21,22,23

3

Executive Summary

Saudi Enaya is a Saudi company specialized in health insurance, offering first class product and
qualified services for groups and individuals.

It has a different scale of product which can be suitable based on the client requirements and the
demographic coverage needed.

Saudi Enaya consist of full structured organization with different departments that work together in
managing the insurance policy cycle and to keep the work going on in a smooth operational
structure

My internship was in provider network which is the department that I officially work in Saudi Enaya
as I am an employee in since Mar 2018, in that department we focus on the healthcare providers
and all related services.

most of our activities in Network department are administration work, it consist of building the
relation with healthcare providers at first in types of agreement to provide services to policy holders,
those services are in type of access to their facilities based on provided health coverage, also part of
this agreement is the payment agreement to those providers, some type agreement comes in the
form of monthly payment and some of it as the form of commercial agreement on a particular
period with an agreed percentage. And before we start the payment we had to create a type of
calculation for the amount submitted by the provider in order to get the accurate amount.

aside to the regular administration work, good relation and financial structuring we had the fraud
and abuse unit which I had assigned to work within that unit to manage with an assigned doctor, our
work in fraud unit was to identify the healthcare providers who are creating a misleading activities
and submitting falls billings that could end up to be a major loss to Saudi Enaya.

while managing the good relation with the providers we have to be sure to keep all parties in the
insurance relation linked together as without finance department, Sales , marketing & compliance
our work will not be completed as most of the job required their interference and support to
accomplish a task.

4

Company Description

Saudi Enaya for corporative health insurance known as Saudi Enaya was established in 19 February
2012, it’s a public company on the stock exchange (Tadawul), Enaya is engaged in the insurance
sector with a focus on life and health insurance.

Enaya Structure

 Munich Re 15%
 Al Watania for insurance 10%
 Mohammed & Waleed Al Naghi 5%
 Dana Khaled Juffali 2%
 Mazen Fakeeh 0.038%
 Faisal Tammr 0.0025%
 Lee Chory 0.0025%
 Khalid Al Jaffali Holding Company ( unknown percentage )

Board members

Faisal Farouk Mohammed is the Chairman of the Board of Directors

Daniel Whitehead Chief Executive Officer

Bilal Talal Al Ghazzawi Board of Directors

Dana Khaled Al Jafal Board of Directors

Mazen Soliman Faqih Board Member

Cornelius Alexander Lons is a member of the Board of Directors representing Munich Reinsurance

Johan Michael Petzer is a board member representing Al Watania Health Insurance

Contact Information

Jeddah, Saudi Arabia

Khaldiah, Prince Sultan Street, BOX 3528, Jeddah 21481

Telephone: + 966 12 5923 500

Fax: +966 12 5923 741

5

Website: www.saudienaya.com

Email: [email protected]

Product and Services

Saudi Enaya products are a range of different categories of health insurance coverage that can be suitable for
organization and individual as well as the product are compliant with the requirements of council of
cooperative health insurance. As they have a flexible options available for customers that they may wish to
have a different level of coverage depending on the employees rank or position within the company.

Saudi Enaya offer different products such as

Diamond, Gold, Silver, Bronze & Classic, each product has its own unique coverage aside to the main
requirements of CCHI which is the base to any insurance coverage add to that the unique features such as
international coverage, in patient benefits as well which include the type of room in case of admission, also
the option of increasing the dental and optical coverage.

all that within the wide network of providers across the Kingdome as Saudi Enaya Have more than 1000
Providers including Major Hospitals, Polyclinics, Diagnostic Centers, Dental Centers, Optical & Pharmacies and
not to forget the coverage in ministry of health hospitals and centers, those providers are located based on
demographics requirements of Saudi Enaya Clients, and not also to miss the CCHI minimum requirements for
each region as for each region in the kingdom we have to provider a number of hospitals and polyclinics for
our members

Those members can differs from each other as we have the factories which have normal labors and require
minimum coverage in a remote area, to a large organization with fully structure or executives to middle
managers and employees. As those clients are the members who will get the benefits out of the policy that
they will purchased for their workers.

Employment structure

 Saudi Enaya has a total of 140 Employees, 42 are women’s and 98 Males with 52.9% Saudiazation

 17.9% on the managerial level and 82.1% staff

 Maximum services years 50% of employees will stay for 3 years

6

Saudi Enaya Organizational Structure

7

Internship Activities

My work in the provider relation network department under the supervision of Dr Mohammed Shawky as he

is the manager of the department, the network team consist of region each region are managed by a team of

two or more, I am working in the western region as the supervisor of Makkah & Jeddah our objectives in

Network team is to create a network of health care providers which they provider high standard quality

services to our members with an agreed price through a competitive agreement that can manage the cost of

medical treatments for our members. Aside to that is sustaining the relation with the providers through

meetings & calls

Recently I was assigned to fraud unit to manage the detection of abuse and fraudulent activities by providers.

Department Layout

CMO – Dr.Essam Masood

Network Manager Dr.

Mohammed Shawky

Zain Adam – Admin

Supervisor

Ahmed Salim

Northern & Southern Region

Dr. Haytham Eastern region

manager

Ahmed Al Sayed, Qasim

Sabir

Central Region Supervisors

Amal Ahmed, Mohammed

Irshad

Western Region

Samira

Admin

Razan

Admin

Amal

Admin

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Designation Responsibilities

Network Manager /

Network Supervisor

as per the instruction

of Network Manager

 Manage and facilitate the provision of requirements for reconciliation and
settlement.

 Monitor efficiency & productivity of all the settlement process.

 Regulate department workflow stream.

 Initiate innovations to improve the process.

 Follow up with claims team for timely processing of outstanding claims

 Communicate with Claims / Authorization Department in case of any
discrepancy or feedback.

 Cooperate with Claims and Finance to make sure the payments are
effectively released on timely manner.

 Communicate with Finance to identify areas of improvement and find
solutions to enhance the process.

 Demand and review the periodical reports of payments and settlements

 Ensure & assess protocol adherence, as mentioned in policy and
procedures.

 Document any change in related Policy & Procedures, and report them to
Network Department.

 Assess department performance.

Network Admin

Supervisor / Senior

Network Officer

 Train and monitor NW admin staff to fulfil the task requirements according
to operational performance indicators.

 Review any issued reconciliation settlement prior signing it from the
concerned area teams

 Identify issues related to provider payment and find solutions.

 Follow up with the team to work according to the standard KPIs.

 Ensure staff adherence to protocols.

 Provide admin team feedback to Network Manager.

 Supervise the Provider payment process.

 Circulate regular monthly outstanding settlement report to the regional
managers to finalize the outstanding’s.

 Prepare & forward outstanding Payment Reports to Network Manager.

Network

Administrator

 Notifications of Summaries & Claims Reports to provider

 Receive Signoff Statements / Reconciliation letters from providers

 Update and forward signoff statements to claims and finance department

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 Prepare the full and final settlement letters and send to providers after
signatures from concerned area team together with sign of Network
Manager.

 Keep track of all signed and stamped statements and settlement letters in a
shared excel sheet.

 Notify the Claims and the Finance of any signed reconciliations in maintain
an efficient work flow process.

 Follow up with Finance until the payment is finalized.

 Send payment notification to the concerned providers.

Product & Services Flow

Healthcare provider Payment Settlement and Reconciliation

 Each month providers sent full statements of account with the invoices of services provided to our
members, arranged by group and by date, providers also provide an excel sheet that contain invoices
details for an easy upload of those information.

 Once Batch is register by Claim Department, the system identifies the (prompt payment) payment
agreed between Saudi Enaya and healthcare providers, once Batch are processed within a particular
number of days Saudi Enaya Have the right in a discount.

 System sends Automated Alert Mail to Finance

 Finance Team process in system and makes transaction updates their records

 Once Batch is processed and evaluated by Claims Dept. it’s posted at the System.

 Finance department clears the payments of Approved Amounts for processed and posted claims
batches and updates the record.

 Once claims batches are processed and posted by claims department, system will alert network team
to notify and send claims summary statements and report to providers.

 Once claims summary statements and reports reviewed by provider and agrees to the approved
claims sends back the signoff statements to network team

 Assigned Network Dept. Admin updates the status of relevant batches as closed at the settlement /
reconciliation-tracking sheet.

 Assigned Network Dept. Admin send notification mail by attaching relevant signed off batch
statements to claims team for updating their records

10

Example of Claims Statement

 In case provider does not agrees and resubmits the claims within acceptable period with proper
justifications from all aspects, claims team will re-evaluate the claims.

 Claims department will send the re-evaluated reports to network team

 Network admin team will send the re-evaluated summaries and reports to provider copying
concerned area network team for signoff the statements

 If provider disagrees to percentage for re-evaluated claims, concerned area provider network team
has to review the reports and to communicate with provider and pursue to signoff the statements.

 If provider still declines, then to schedule meeting preferably for claim-by-claim basis or commercial
settlement is done by meeting and upon agreement full & final letter will be sent to provider

 Concerned area Network Manager / Supervisor must review the rejected claims report; observe for
major rejections and any abnormal claims behavior.( Fraud Unit )

 Any fraudulent or suspicious behavior is noted, dig deeper and cross check the physical claims

Thoroughly and keep it handy for reference, postpone the meeting

 All the observed trend and behavior is to be clarified at meeting with provider and pursue to avoid the
same at future claims.

 Once the meeting / negotiations done report the details of conclusions and seek approval from
Network Manager for percentage.

11

 Once final SF percentage is agreed, take official confirmation from provider and forward the request to

admin team for preparation of full and final settlement letter.

 Concerned area Network Manager / Supervisor are required to follow up with providers to obtain the
signed letters and forward to admin team

Example of Sign reconciliation Letter

12

Saudi Enanya Departments

Sales: Sales Department focus on SME (Small and medium sized enterprises) and corporate through direct

sales in main cities of Jeddah and Riyadh, and manage kingdom wide with a team of telesales aiming on those

clients.

Sales Department deals also with Brokers who are licensed and contracted to manage all kind of clients.

Underwriting: issue the quotation and determine the insurance risk and who much premium the client will

pay, insure that healthcare plan are CCHI compliant, and insure long term financial stability.

Membership: handle policies creation old and new, uploading members into CCHI portal and editing member

details such as addition or dilation.

Customer Service: Received call through directed number from members and providers, immediate action

for members request, handling complaints, keeping members satisfied

Medical Approval: handle Authorization coming from providers for our members, refer members for second

opinion or in case the service wasn’t available, medical team has to ensure all decisions were taken within

approved Policy

Claims: insure of receiving, filling, evaluation medically and technically of all received climes

Provider Relation: create the healthcare network with quality services within affordable price. Establish

strong relation with providers to manage reconciliation and agreements.

Finance: handle all payment related to trade or providers, customer transactions, creating external report

and internal managerial report.

IT: IT departments consisting of four levels of restructure

 Enterprise application

Electronic claims

Quotation Admin

Reports and analyses

E-Comm

E- Services

Policy Admin

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 Application Integration

Integration between web server and external system (SADAD,WASEEL,CCHI )

Integration between web server and interface table( SMS, E-Business)

 Presentation Layer

Mobile APP

IVR –Self services

E-services

Provider Portal

 Interaction Channel

Customer on the phone

At Branches

Online customers

Customers at Providers

TOSHFA (Integrated Insurance Solution)

•Toshfa is Saudi Enaya system that provides a complete integrated insurance solution to meet all the needs

of current insurance industry as per the regulation requirement of kingdom of Saudi Arabia.

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Quality & Control:

 Restructuring Saudi Enaya Quality System based on current process flow

 Reengineering the current process flow

 Amend the process based on the reengineered business process

 Continues improvement and review in order to maintain enhancement.

Saudi Enaya has developed a quality management System (QMS) which has been completed around 75% of

its progress, it include operation procedures, work instruction and the major standard policies.

All documentation which was approved is available in quality folder, and to have an access to this folder you

need to have an approval from quality department.

The quality folder is subject to internal quality audit in order to check if departments are complying with the

approved procedures.

Internal Audit will conducted through trained auditors under the supervision of quality department

The plan will be shared with all departments beginning of each year.

Quality Activities within provider network Department

In regards to quality assurance in the internship departments we had to be sure of several steps in order to

be sure of the correct process.

Reconciliation

 Check the updated data from claims tracking sheet

 Calculate the shortfall percentage and reevaluate the rejection notes

 Evaluate the extracted reports such as ( unit cost, average per visit, claimed amount,,,atc)

Example of analysis

15

New contract (healthcare provider)

 Check validity of documentation ( CR, CCHI Certificate, MOH)

 Price comparison to be sure the agreed provider network

 Check region and area of provider

 Check the structure of population in the provider area

 Check availability of major specialties such as dental,OBGyna, internal medicine & surgery

Fraud & abuse detection

 Check received information about the case and validate presented scenarios

 Identify the involved parties

 Agree on the method of documentation in order to identify fraud activities

 Validate findings by checking extracted reports

16

Comparison Theory

As I have studied for the last four years business administration while I was working I found out that not even

50% of what have I studied are been applied inside local or national organization, accept for multinational

organization, as they are more focused to change and globalization. They have continues thrift for change as

they know that’s it’s the trend.

For national organization they have a traditional standard, military way of distributing task, how the power

flow from up to down, which make it difficult for employees to express their concern about an assign task,

they have to follow the chain of command. I found it difficult to express my concern in my department and

had to go with what my management wants even though my job is more exposed to more than sitting in an

office and checking emails.

There was no chance of career path in Saudi Enaya or any type of incentives that can be added as a value for

the employee work, which keep the turnover rate not stable, as I have studied that there are type of rewords

can be giving to the employees for their work that keeps them satisfied. Even if they feel good about their

work they don’t get the appropriate appreciation.

Being employees for more than 11 years made me realize the type of organization that care about the

employee and create a training schedule that are suitable for each to enhance their knowledge, once the

organization worked on those they can be sure that her employees will be a life partner and will never leave,

as he will be loyal to that organization.

Going back to the type of local organization I am working in right now I was faced with the issue of not

following the rules of cooperative health insurance in regards to family insurance, I am a single mom and

supporting my daughter and as per the rule I should have insurance for her, and I had to submit the prove

that …

Internship starts

January 6, 2019

Ends: March 21, 2019

Working hours per week 40 hours
SABIC terminal services company

SABTANK

College of Administration and Finance Sciences

MGT-430: Internship 22806

ABDULLAH ALI AON ALABDALI S150115570
Under supervision

Turki Al-Quraini (SABTANK)

Abdulaziz Al-Khurayadili (SEU)

1

Executive summary

This report is based on my internship at SABIC terminal services company (SABTANK) for the bachelor’s

degree in Saudi Electronic University at College of Administrative and Financial Sciences for the year 2019.

For the last three months (January 6,2019 / March 23, 2019) I’ve been delightful to work with chemical

business planning and logistic within SABTANK with great team who helped me to concur such amazing

internship journey. Every hour spent in completing task has given me more experience that sometime cannot

be translated into words, nevertheless it really shaped my classroom courses and helped me deploy what I

have learned to work life with success Alhamdulillah.

The report includes SABTANK history of its starts and the transformational phase from small storage

petrochemical company, to the leader of exporting/importing petrochemicals to help Saudi Arabia achieving

its economic development towards Mohammed Bin Salman vision 2030.

Joined Business planning function late 2018, and it was a great chance to explore such department within

my internship with the college guidelines which helped me to see what is really matter in work life to

concentrate on, to be better worker in the future with the help of my organization supervisor, college

supervisor and the classroom courses.

For the first 5 weeks of the program, I’ve worked along with full support of the department manager,

exploring department key performance indicators and see the best ways to configure them to numbers and

data, looking for ways to put more enhancement and improvement for both employees and work. And the

last 5 weeks worked with department supervisor of planning and logistic, planners and shift planners and

how the objectives given by the manager translated into great performance in a way of achieving

organization overall goals.

Under manager wing, I have mainly assisted translating employee performance and insuring department

KPI’s are achieved in weekly basis and provide necessary data are given in time and installed updated

employee’s performance chart,

“There are always a room for improvements” this expression is what I always here from department

manager which give the encouragement and involvement to think of ways to improve the work life and

enhance it continuously, and the table is big enough for everyone to share his ideas and thoughts.

Under department planning supervisor and the rest of the team, I’ve learned how to engage with various

tasks and techniques for serving other functions within the organization and serving stakeholders timely,

accurately and most important of them all, learning how to be responsible and accountable for the tasks

given to employees.

2

In this report I also include the major task I held during the internship program with full details and

highlighted the other daily/weekly repetitive tasks supported by pictures, sheets and charts as possible and

insure to make understandable enough for the non-industrial reader.

Through my internship program, I have learned in depth understanding of SABIC’s four value dimensions

Engaging Inspiring Creating Delivering

3

Table of content

Executive summary …………………………………………………………………………………………………………………………….. 1

Introduction ……………………………………………………………………………………………………………………………………….. 4

SABIC Terminal Services Limited Company …………………………………………………………………………………. 4

Our Vision ………………………………………………………………………………………………………………………………………. 4

Our Mission…………………………………………………………………………………………………………………………………….. 4

Our Values ……………………………………………………………………………………………………………………………………… 4

Address …………………………………………………………………………………………………………………………………………… 7

Internship activities…………………………………………………………………………………………………………………………….. 8

Conditions and functions ………………………………………………………………………………………………………………… 8

Organization Chart …………………………………………………………………………………………………………………………. 9

Business planning and chemical logistic Department chart …………………………………………………………… 10

………………………………………………………………………………………………………………………………………………………. 10

Services Process chart …………………………………………………………………………………………………………………… 10

Asset reliabilities analysis ……………………………………………………………………………………………………………… 10

Employee performance …………………………………………………………………………………………………………………. 12

External analysis …………………………………………………………………………………………………………………………… 13

Communications software and tools …………………………………………………………………………………………………. 14

SEABERTH ………………………………………………………………………………………………………………………………….. 14

Skype for business meeting ……………………………………………………………………………………………………………. 15

Microsoft Outlook …………………………………………………………………………………………………………………………. 16

Conclusion ………………………………………………………………………………………………………………………………………… 17

References …………………………………………………………………………………………………………………………………………. 18

4

Introduction

SABIC Terminal Services Limited Company

SABTANK is One of SABIC substantial companies established in 1996, a joint venture with VOPAK

international VP. Unrivaled facility on the fields of chemical petrochemical storage product transfer and ship

handling and asset management for port facility, Service Company dedicated to providing high quality bulk

handling, terminal, and material management services for SABIC and non-SABIC affiliates. SABTANK

operates two port facilities: one in Jubail (KFIP-J) and one in Yanbu (KFIP-Y).

SABTANK has two port terminal operation facilities under its fold. One is KFIP-Jubail, consisting

petrochemicals quay-1 (PCQ-1) of eight berths serviced by ninety- nine storage tanks, storing Forty-four

different chemicals, petrochemicals quay-2 (PCQ-2) consisting of five berths serviced by seventy- eight

storage tanks, storing Forty-one different chemicals manufactured by SABIC and non-SABIC affiliates.

SABTANK also operates two solid handling terminals. One is the Urea Handling and storage terminal where

Urea is stored and loaded through four berths in bulk. The other is the Iron Ore unloading facili ty which has

two berths where the Ore is unloaded from ships and directly transferr ed to steel plant through conveyor belt

facilities in Jubail Industrial City.

The other is KFIP-Yanbu where two berths are supplied with twenty products out of which three are stored in

twelve storage tanks located at the port. In total, SABTANK handles 105 different chemicals produced by

SABIC and non-SABIC affiliates. SABTANK has a cumulative storage capacity of more than one million

cubic meters and the berth throughput reaches around thirty-two million metric tons per annum, extension to

manufacture sites for the interface in their supply chain.

Our mission to reliable, proactive and dynamic leaders in operation and maintenance.

Our Vision

To be the preferred logistic service provider in port operations.

Our Mission

To be a pro-active, dynamic leader in operation and maintenance & Reliability of port facilities storage, product

handling and related logistical services that adds value and provides high quality services in a safe, secure,

healthy and environmentally- friendly manner to exceed stake holder’s expectations.

Our Values

• Customer Satisfaction.

• Quality Service.

• Credibility and Transparency.

• Trust and Mutual Respect.

• Inspire and engage employees.

5

Port facilities storage product handling and related logistics services that add value and provide high quality

service in a safe secure healthy and environmentally friendly manner to exceed stakeholder expectation.

We extend a unique, innovated services and work around the clock serving more than 27 of SABIC affiliates

and private companies.

SABTANK specialized in seaport storage and handling of liquid, solid and liquefied gases.

More than 36 MMT of petrochemicals per year are shipped by 1350 vessels (Vessel Draught 16 meter) to

KIFP of both Jubail and Yanbu. 1.75 MMT liquid capacity and 110 KMT warehouses using sophisticated

transfer methods like pipelines trucks and rail routes.

Known as the leading treading hub for liquid petrochemicals, SABTANK applies best in class technology for

various storage, loading unloading activities using 21 berth and more than 180 tanks handling more than 90

products.

Most of these tanks are connect to manufacturing sites through extensive pipelines networks, thus enabling

reliable and constant product movement between port and plant.

The storage tanks are equipped with automatic tank gauging system that measure accurately the quantity of

products.

6

SABTANK managing hyperactive stations, which facilitate to handled rail wagon as well as over 150 trucks

per day for loading and unloading activities.

Iron ore, the metal of universal use and the backbone of modern civilization, off loads here in SABTANK

through the state of art “conveyer belts”, spanning than 30 kilometers.

Urea manufactured by SABIC affiliate is exported as baulk shipment at the solid product terminal at rate of

600 ton/hr. through four jetties and five receiving stations accommodating of an average of 600 trucks per day.

SABTANK is the heart of SABIC and other private companies supply chain, handling chemicals, meatal and

fertilizers. It can limit or accelerate time to market speed, extend it service in capitalize on its relationship with

related authorities within the port areas. Elevated complexity in terminal due to the handling of specialty

products and different shipment compensation is easily roll over by SABTANK.

With every new product introduced SABTANK continue to expand it knowledge portfolio and experience.

Qualified tech and engineers preform maintenance and technical operation for terminal facility in planned and

systematic way, ensure availability of these assets, eventually leads to increase productivities and customer

satisfaction.

7

SABTANK is committed to support customer’s growth by efficiently managing their project at king

Fahad industrial port in Jubail and Yanbu.

Our commitment is safety at SABTANK is second to none. SABTANK integrated management system

SIMS emphasizes on providing quality services without ever compromising the safety, health, security

and environment standards. SABTANK is been publicly recognized with honorary such as Responsible

care certification 14001, ISO 9001, OSHAS 18001, ISO 55001 and many more.

We are committing to serve our customers better, thus conforming SABIC 2025 strategy.

We are: Sophisticated Accessible Beneficial Transparent Advanced Noteworthy Kinetic.

Address

SABTANK (Al Jubail)

P.O. Box 10135

31961 Jubail Industrial City

Kingdom of Saudi Arabia

Tel +966 13 345 3737

8

Internship activities

Conditions and functions

During the internship, Mr. Turki Al-Quraini has supervised me along with all department planning

supervisor and Logistics planners.

I worked as Analyst for Business planning department with the following main work criteria:

• Ensure all logistics system (Users, Supply Chain, SABTANK, Agent and Surveyor) functionality is
aligned to optimize the shipping performance.

• Define and report metrics to track, analyze, improve and control the Berth utilization and
availability.

• Incorporate SABTANK capabilities with the Users commitments to derive the Excellency.

• Collaborate with various departments internally and ensure that any system Shutdown is executed
timely and efficiently.

• Enhance the departmental communication and reporting structure

Stockholder Expectation Key topics

Customers Top management ensures

that customer requirements

are understood and met, by

requiring compliance with

the documented procedure

for Customer Related

Processes

Strives to identify current

and future customer needs to

meet customer requirements

and exceed customer

expectations.

Business partner The center of SABTANK

Vision and Mission.

SABTANK considers the

needs of its stakeholders to

deliver outcomes that strike

a balance between price and

delivered quality of service

SABTANK strives to

engage with stakeholders in

a transparent manner to

create an atmosphere of

mutual trust and confidence.

9

Organization Chart

10

Business planning and chemical logistic Department chart

Services Process chart

A notification sent from (Users, SBU, ship agent) to SBATNK logistics about the services required,

loading/unloading chemical product containing all ship information such estimation time of arrival,

quantities to be loaded or offloaded, ship communication system and ship tank history (quality point of

view) …

This information to be registered within SEABERTH system to be reflected to all system end users by

logistic planner. Later, to distribute and communicate the information’s to both port authorities and shift

planner with respect to their function, the right information will be delivered timely and updated.

Once the ship called by port authorities and been berthed and served under SABTANK, an on -spot updating

will be provided by both shift planner and logistic planner till the end of ship activit ies so that the USERS

can easily get the information he need when needed.

Asset reliabilities analysis

One of the major analysis I has carried out during the internship was for SABTANK berths annual

maintenance performance and sudden shutdowns.

Here in SABTANK berths are the hearts of it, so any interruption in berth facilities will not only affect

SABTANK KPI’s, it will be as “butterfly affect” for all stockholders, users: SABIC and non SABIC, ship

owners and customers all over the world. That’s why every planned or unplanned shutdown will be under

focus by everyone.

Generally, central maintenance department developed a maintenance plan and duration to execute this plan

for all berth as a yearly plan, we as business planning department review this plan on base of time

(maintenance duration and when the best time to preform it). Our role is to challenge and reduce, delay or

even reject the proposed plan base on giving facts.

This fact is an analysis that I was responsible for during my internship, is to record all previous annual

maintenance and review all work has been carried out during it.

The analysis is put also to monitor berths day by day reliability and measures the frequent breaks down, and

help us to interfere to help these berths continuity serving:

• Which berth has been low operation performance related to maintenance issues?

• How much time did we lost for maintenance issues outside annual plan?

• Do we have repeated issues that have been reported after maintenance plan?

• Issues accountabilities.

Sr. Manager
Business

planning&Logistics

ADMIN Assistance Business engineer Analyst TMS Admin
Manager solid

logistic

Analyst port&agent
Planner

Transportation&
Inventory

Supervisor
Planning&schadulin

g

Planner (Logisticsx4)

Manager Chemical
Logistic

Logistic Engineer
Analyst planning

&Schedualing
Supervisor shipping

Planner (shiftx8)

Supervisor
Planning&
Schaduling

Planner (Logisticsx4)

11

This analysis helps us to point out berths need to be taken for immediate maintenance, count total time of

this outage that and hold responsible/accountable related department in front of top management to insure

business continuity.

Six lean sigma (DMAIC), one of the most power concepts that we learned in text book during collage

journey and we had the opportunity to apply in this analysis to improve and sustain berth operational

activities from asset point of view.

Technical team and logistic department have set together to DEFINE frequent problems and their affects for

organization KPI’s and put them under our radar. Since the time is the major threats, we MEASURE and

quantify the waste occurred during berth idle for maintenance and we found most of it spare parts

unavailability, with the help of the ANALYSIS that we based our challenge on, we could point out the

frequent asset break down and time wasting in waiting for maintenance readiness, and then

IMPROVEMENT has shown for berths after been retune to normal operation with sustain efficiency, and

continue CONTROLLING for such behavior and knowledge towards improvement.

12

BERTH

NO.

2018 2019
REMARKS

PLAN ACTUAL PLAN ACTUAL

B36 May 06 – 10 May 12 – 16 April 21 – 25

B37
April 29 – May

03
May 27 – 31 January 27 – 31 January 27 – 31 Revised

B41 April 22 – 26 April 30 – May 04 March 12 – 16 ON GOING

B42 May 13 – 15 April 01 – 05 March 24 – 25 As planned

B43
September 24

– 28
September 24 – 28

February 24 –

28
February 24 – 28

B44
November 25 –

28

November 28 –

Dec. o2

November 24 –

28

B52
October 21 –

25
October 22 – 26

September 15 –

19
Revised

B53
October 07 –

11
October 08 – 12

October 06 –

10

Employee performance

When I joined the team, there was one weekly monitoring sheet for department employees who are pointed

as on-call planner, this sheet inputs were related to department KPI’s such as waiting time for ships at

anchorage, number of ships served over the week, ships idle time, ships operational time, net

loading/unloading flow rate, ship file closing accuracy… and so on.

I’ve managed with my supervisor to transform these numbers to evaluation measures for my team workers

and communicate, discuss the /achievement/discrepancy of this performance at weekly basis over an open

brain storming discussion every Sunday, jointly with all co-worker to share the on-call planner obstacles and

solution he brought to overcome such obstacles.

This discussion has helped improving the competency between team members to achieve high number of

performances during the week which reflect the performance over month performance and hopefully the

whole year.

13

Planners

Sum of

Ship Files

completed

Sum of

Error

Ship

Files

Average of

Ship Files

Accuracy

(%)

Average of

Waiting

Time at

Anchorage

Average of

Non-

Loading

Time

Average of

Net

Pumping

Rate

Ansari 15 3 80% 8:31:20 9:35:20 647.33

Battah 9 3 67% 6:50:40 10:05:20 763.00

Hatim 14 3 78% 5:44:40 8:15:20 578.67

Naif 12 3 75% 8:44:20 11:19:00 722.33

Rizwan 12 3 75% 7:55:20 8:08:20 752.67

Sunaitan 17 3 82% 3:24:20 11:05:00 471.67

Grand

Total 79 18 76% 6:51:47 AM 9:44:43 655.94444

External analysis

For the last couple of weeks, we got notify that one of SABIC entity (IBN SINA plant) leader manufacture

in producing Methyl tert-butyl ether (MTBE) and Methanol (MEOH) is going for unplanned shutdown,

IBN SINA plant is considered as down-stream for three other plants in regard to MEOH suppling.

Partnering with ARRAZI plant to compensate the production, and the SharePoint of this compensatory

between IBN SINA and ARRAZI is SABTANK.

The unplanned shutdown is threating ARRAZI inventories at SABTANK due to enormous quantities that

IBN SINA has requested with them in order to continue supplying down users without interruption and the

same time is threating SABTANK KPI of serving shipment timely due to the loss of product availability to

this plan.

As SABTANK planning department, we requested a high urgent meeting with affected parties, ARRAZI

business planning and production units. IBN SINA business planning. And SABIC business units and

marketing. To forecast the shutdown duration, weekly demand quantities along with customers demand over

the world and developed one analysis for these requirements.

This concern then has been taken internally with SABTANK technical team to find solutions and wa ys for

overcoming this major interruption to revenues and SABIC image to its customers with rerouting product

receiving to SABTANK tanks to build and hold inventories at port side at the same time fulfilling IBN

SINA demand quantities.

Sum of Ship Files
completed

Ansari

Battah

Hatim

Naif

Rizwan

Sunaitan
0%

20%

40%

60%

80%

100%

Ansari Battah Hatim Naif Rizwan Sunaitan

Average of Ship Files Accuracy (%)

14

• Transfer rate to IBN SINA has increased from normal transfer rate by 20% without jeopardizing
SABTANK integrity. (250 mt/hr-300 mt/hr)

• Shipments scheduling changed for the forecasted bottle neck of production, only for the arrival
times of shipments by 10%, especially for SABIC carries.

• SABTANK operation to maintain SABTANK inventories at certain levels (50% of all MEOH
old tanks and 80% of new tank) and notify us in advance for any level dropping for further

arrangements.

Communications software and tools

SEABERTH

In April 2011, SABTANK has chosen Cirrus’ SEABERTH to enhance terminal scheduling, management.

SABIC Terminal Services Co (SABTANK), decide to change the old system “TPS (terminal paper

flow system” of handling and scheduling transportation.

SEABERTH integrated system, has added efficiency to berth operation activities which is compatible with

such growing terminal.

SEABERTH philosophy is using Terminal operational business Key Performance Indicators (KPI) as

drivers for initiating an algorithm to schedule the right time, ship and berth to accommodate loading or

unloading activities. The system has enhanced decision-making and analyzing ships situation, for logistics

planner to perform scheduling activities planning and

optimizing ship and berth operation activities and to reduce cost of these operation later for both customers

and SABTANK.

SEABERTH has been integrated in all SABTANK sectors (liquid petrochemicals, Solid and Iron ore) in

both Jubail and Yanbu, which gives visible integration of the management system and allow the desired

analysis to be at hand when requested by stakeholder or SABTANK executives.

15

One of SEABERTH influences on both SABTANK and end customers is improving CS levels at the same

time as reducing waiting time, demurrage costs and increasing terminal throughput. On the other hand, the

system has standardized and molded the operation activities to insure berth optimization.

What distinguish SEABERTH from the previous system, that measures continuously, accurately and on

early basis the business KPI’s, to indicate the gaps and the pitfalls and inefficiencies once they happen to

insure rigid follow up from all SABTANK functions to adjust and correct what’s need to be corrected.

Assuring walking on the right track toward terminal operation succession and customers satisfaction.

The system also gives an opportunity to simulate solutions for planners to try several cases in front of

implementing them in real operation activities and planning to estimate pitfalls, cost and improvement if

any.

SEABERTH’s comprehensive multi-user environment also helps the logistics planning department move a

long way towards a paperless environment, whilst expediting the communication of business-critical

information up and down the supply chain.

What makes the system powerful and easy to install in any organization that mainly regarded to

transportation activities (marine transportation) to the previous one, the training material was been delivered

to employees in just weeks and from then the old system was terminated.

Skype for business meeting

A powerful communication tool has shortened

distance between us and stakeholder and made

meeting more efficient in matter of time.

In the past we had only two choices for meetings,

either to held it face to face which is difficult to

find the right time for all parties concern

especially for those outside Jubail, or by phone

conferencing meeting which contain lots of

barriers and the absences of material presented for

everyone makes it hard to follow up with topic or

issue under addressing.

With tool, no limit for invited people, all

materials from everyone can be presented and all

aspect is been fulfilling for each meeting

members.

16

Microsoft Outlook

The heart of organization communication and 95% of it gone through. Very powerful for exchanging

organization folder, organizing companies SharePoint list and helping scheduling meetings internally and

externally

During the internship and following the supervision of Mr. Turki I have gained more skills in deliveri ng data

to top management and stakeholder as well. Timing, data selectivity/quality.

I’ve gained the skills to manage time through several tasks, skills of delegate some task that required other

functions inputs, prioritizing tasks relatively.

I’ve gained the skill how to deal with different type of employee’s personality. Thinkers, independents,

perceiver, extravert and the way of motivating such kind of different personality, in the roll of being

delegated as manager during in my internship.

During in my internship as mention above, I’ve been delegated as manager responsibilities in the absence of

Mr. Turki beside of the responsibilities of planning supervisor, in this delegation I was put in the spot of

transformation from being follower to a leader of looking of organization improvement along employee’s

improvement and enhance the task that given to us. The internship changes my prospective towards

organization, made me to see the big picture of how all functions within are working together in integrated

system. How one function has an impact on another and the right way of dealing and delivering this

integration towards organization success.

The internship took me from the chair of doing tasks, to the operation room of developing these tasks to

achieve organization vision and missions

17

Conclusion

Overall, the internship added an experience and new skills to what I have already. I gained from the positive

well instructed guideline of the internship program helped structured this report in the way it app eared as it

is now. I’ve have seen the similarity in facts and theories between classroom and real -life work. For the first

2 weeks I discovered some challenges in transforming the daily activities to academic format. It was a great

opportunity discovering what my strength and weakness are, gave me new insight of how to improve both in

coming future.

The internship program gives the accessibility to engage with most of organization …

Post Order # DHFG0046 Post No: 1571 Execution Area: 32

Department:
DAISOD

DIVISION:
DIASOD

Issue Date
06/20/2020

Type of the Post Location  Fixed Gate  Vehicle Patrol Air Marshal Sea Marshal
  Restricted  Non Restricted  Community
 Armed Post Not Armed
 Computerized Non Computerized
 Industrial Non-Industrial  Community

Post Name: North Admin Gate
Post Code: N/A

Access Code:
NONE

Approval
YAS

Page
1

Coverage Days: Sun – Sat Coverage Hours: 24/7

Post Service: Temporary Sticker Visitor MGPS Other—————————

Emergency Alternative post:

EXPEC 2 Gate

Saudi Aramco: Confidential

MISSION

To maintain protection of the company’s assets and employees, and the security of operational facilities, in a highly
efficient, transparent, and cost effective manner, using the most appropriate workforce and technology, in compliance with
Government Directives.

SCOPE

1. To monitor and control vehicle, pedestrian / materials entry to and departure from the facilities.
2. To receive information from employees, members of the public and government to take appropriate action(s) as

mandated by the operating procedures.
3. Require limited supervision for doing assigned tasks.

PURPOSE

To protect Saudi Aramco personnel, assets, and property as directed by Saudi Aramco Industrial Security Management
and the Saudi Arabian Government.

BASIC FUNCTION

Performs in field operation, functions of assigned area and/or the monitoring and controlling of a gate/post. Maintain the
confidentiality of the job and do not release job related information.

MAIN DUTIES OF SECURITY PERSONNEL

PRINCIPAL DUTIES

1. Report to duty on time wearing the proper and complete security uniform. Remain at your assigned post until

physically relieved.
2. Check Threat Level Matrix and apply the existing threat level procedures when you start duty.
3. Inspect all equipment’s and items at the post and report any discrepancies to your supervisor immediately using

inspection form.
4. Check the weapon and its accessories if assigned and officially receive it as directed in the weapon instructions.
5. Take over the complete security operations from the outgoing shift.
6. Request all employees / contractors employees to display their IDs at all times.
7. Report any unusual situations (incident /emergency/suspected items) to the supervisor or DH 911 Emergency Center

immediately. Request K-9 search if required.
8. Report any failure of (SSMD) Security System Maintenance to the supervisor and DH 911 EMERGENCY CENTER.

9. Monitor all surveillance cameras through the screen of your post and investigate any observation.
10. Report any lost/found of Saudi Aramco ID card (All types) to your supervisor for handling. Supervisor must notify DH

911 EMERGENCY CENTER.

Post Order # DHFG0046 Post No: 1571 Execution Area: 32

Department:
DAISOD

DIVISION:
DIASOD

Issue Date
06/20/2020

Type of the Post Location  Fixed Gate  Vehicle Patrol Air Marshal Sea Marshal
  Restricted  Non Restricted  Community
 Armed Post Not Armed
 Computerized Non Computerized
 Industrial Non-Industrial  Community

Post Name: North Admin Gate
Post Code: N/A

Access Code:
NONE

Approval
YAS

Page
2

Coverage Days: Sun – Sat Coverage Hours: 24/7

Post Service: Temporary Sticker Visitor MGPS Other—————————

Emergency Alternative post:

EXPEC 2 Gate

Saudi Aramco: Confidential

11. Report any misuse of Saudi Aramco ID card (All types) to your supervisor for handling. Supervisor must notify DH 911
EMERGENCY CENTER.

12. Confiscate expired ID cards and hand them over to your supervisor for handling. Supervisor must send the ID card to
Security Shift Supervisor Office for farther handling.

13. Perform any other duties as and when assigned.
14. Participate in all emergency drills and training sessions as required within the facility.
15. Show respect to public at all times and treat people courteously and politely.
16. Do not use mobile phone during work performance or while dealing with public.
17. Maintain good housekeeping in and around your post and report any discrepancies to the immediate supervisor.
18. Monitor and protect all communication equipment at all times.
19. Do not allow photography unless permitted.

In case of emergency at the facility:

 Facilitate the access of the emergency response crew.

 Register the actual number of person in each vehicle.

 Record the door number of each vehicle.

 Redirect all trucks entering the affected facility to nearest staging position to free the road for emergency vehicles.

 Make sure that all registered rescue teams left the facility when the emergency is over.

PRINCIPAL ENTRY DUTIES

1. Make sure all Saudi Aramco employees and contractors have valid Saudi Aramco facility designated ID Cards.
2. Log in the information of all accessing persons in the system or manually in the log sheet if the system is down and

send the log sheet to Security Shift Supervisor for farther handling. Security Shift Supervisor must send it to SACSMD.
3. Check the temporary access information and compare it with official documents (ID / Iqama / Passport).
4. Ensure that the sign in authorized person come personally to sign (gas cylinders, sand loads, sealed tankers/trucks,

and flammable material) at all times.
5. Deny the access of Persona Non Grata and report it to the immediate supervisor. Supervisor must notify DH 911

EMERGENCY CENTER.
6. Deny the access of private vehicles to the facility at all times.
7. Deny access of vehicles without license plates to the facility at all times.
8. Deny the access of all vehicles that do not meet the minimum safety requirements (fuel leak, smoking exhaust pipe,

broken windshield, defective tires, improperly loaded vehicles, noisy sound etc.).
9. Deny the access of vehicles with dents unless they have a police clearance.
10. Deny and stop vehicles or/and persons carrying any type of weapons whether licensed or not and notify your

Supervisor immediately. Supervisor must immediately notify DH 911 EMERGENCY CENTER and handle the case.
11. Deny the access of Government personnel wearing official uniform unless permitted by Corporate Affairs Dept.
12. Deny the access of personal visitors to the facility at all times.
13. Request K-9 search team to search all containers and big material if they can’t be manually searched.

Post Order # DHFG0046 Post No: 1571 Execution Area: 32

Department:
DAISOD

DIVISION:
DIASOD

Issue Date
06/20/2020

Type of the Post Location  Fixed Gate  Vehicle Patrol Air Marshal Sea Marshal
  Restricted  Non Restricted  Community
 Armed Post Not Armed
 Computerized Non Computerized
 Industrial Non-Industrial  Community

Post Name: North Admin Gate
Post Code: N/A

Access Code:
NONE

Approval
YAS

Page
3

Coverage Days: Sun – Sat Coverage Hours: 24/7

Post Service: Temporary Sticker Visitor MGPS Other—————————

Emergency Alternative post:

EXPEC 2 Gate

Saudi Aramco: Confidential

14. Check and verify all ambulances approaching the post to make sure they are not being misused.
15. Utilize the X-ray machine for scanning all material entering to the facility (isolated subspecies material & person) any

found suspect items such as (weapons, explosive martial or liquid) to DH 911 EMERGENCY CENTER .

PRINCIPAL EXIT DUTIES:

1. Log out all exiting vehicles and persons in the system/manually when the system is down at all times.
2. Don’t allow the exit of company materials or personal items without a gate pass.
3. Deny the exit of vehicles with dents unless they have a police clearance otherwise, stop the vehicle and take the driver

and vehicle details and notify DH 911 EMERGENCY CENTER immediately.
4. Inspect all of the exiting hand carried items.

VISITORS AND TEMPORARY ACCESS

1. Check the temporary access information and compare it with official documents (ID / Iqama / Passport).
2. Log in all visitors against their host.
3. Visitors are allowed only during visiting times.
4. Always keep the executive management visitors’ file updated.

HANDLE MATERIAL GATE PASS AS DIRECTED BELOW:

 Check and verify the information of the regular, multiple, emergency, and personal gate pass at the post.

 The approved gate pass will be utilized and the materials are to be taken out of the gate or post within a week’s
time (1-7 days).(refer to GI#710.009 section 6.0)

 Compare the materials description and quantity in the gate pass with the actual material.

 Report the excess of material during the verification of gate pass to the immediate supervisor.

 Execute gate passes after verification of the actual material and information immediately.

 Inform the immediate supervisor if the execution can’t be done for any reasons.

INCASE OF HEARING EXPLOSION OR FIRE ARM SHOOTING

1. Secure your post carefully.
2. Wear the protective gear (vest and helmet).
3. Load and arm weapons and take observation and engagement position.
4. Notify DH 911 EMERGENCY CENTER immediately.
5. Direct others employees, contractors and visitors at your area to safe distance and direction.

HANDLING WEAPON AND AMMUNITION

1. Read and implement all the instructions in the weapons file and SEIAS when assigned.

Post Order # DHFG0046 Post No: 1571 Execution Area: 32

Department:
DAISOD

DIVISION:
DIASOD

Issue Date
06/20/2020

Type of the Post Location  Fixed Gate  Vehicle Patrol Air Marshal Sea Marshal
  Restricted  Non Restricted  Community
 Armed Post Not Armed
 Computerized Non Computerized
 Industrial Non-Industrial  Community

Post Name: North Admin Gate
Post Code: N/A

Access Code:
NONE

Approval
YAS

Page
4

Coverage Days: Sun – Sat Coverage Hours: 24/7

Post Service: Temporary Sticker Visitor MGPS Other—————————

Emergency Alternative post:

EXPEC 2 Gate

Saudi Aramco: Confidential

2. Armed security men who carry weapons are responsible for weapon, ammunition, and accessories accountability.
3. Check the authorization list before you hand over the weapon.
4. Armed security men are responsible to safely handling the weapon.
5. Perform daily and weekly cleaning to the assigned weapons according to WMP related procedure.
6. Report all weapons related incidents to your supervisor immediately.
7. Implement and review the use of force and Weapon Procedure Manual.
8. Do not leave your weapon unattended under any circumstances. The weapon will be carried all times during the shift.
9. If you find that your relief is not in good condition or acting with responsible behavior do not hand him the weapon and

report it to the Security Shift Supervisor.

SAFETY MEASURES

 Read and implement the safety tasks as indicated in the Safety Management System (SMS).

 Maintain Saudi Aramco Loss Prevention safety procedures.

 Check your work location for hazards. Take any corrective action yourself if you are competent to do so without
further risk. If you cannot, then report the hazards immediately to your supervisor.

 Keep your work area neat and clean.

 Monitor energized electrical equipment.

 Concentrate fully on the job you are doing.

 Be visible to the drivers / pedestrians at all times and make eye contact with them.

 Do not smoke in the gatehouse at all.

 Be a good example for others.

SECURITY EQUIPMENT

1. K-9 team Special search team utilized to search vehicles, trucks, items, packages and etc.
2. Personal protective body armor (vest and helmet) to be utilized when the threat level matrix is orange, red or when

directed.

Post Order # DHFG0046 Post No: 1571 Execution Area: 32

Department:
DAISOD

DIVISION:
DIASOD

Issue Date
06/20/2020

Type of the Post Location  Fixed Gate  Vehicle Patrol Air Marshal Sea Marshal
  Restricted  Non Restricted  Community
 Armed Post Not Armed
 Computerized Non Computerized
 Industrial Non-Industrial  Community

Post Name: North Admin Gate
Post Code: N/A

Access Code:
NONE

Approval
YAS

Page
5

Coverage Days: Sun – Sat Coverage Hours: 24/7

Post Service: Temporary Sticker Visitor MGPS Other—————————

Emergency Alternative post:

EXPEC 2 Gate

Saudi Aramco: Confidential

EMERGENCY CONTACT NUMBERS:
AMBULANCE: 911
FIRE: 911
SECURITY: 911

EMERGENCY CONTACT NUMBERS OUTSIDE OF SAUDI ARAMCO PHONE:
AMBULANCE: 8720911
FIRE: 8720911
SECURITY: 8720911

FROM MOBILE:
013 8720911

——————————–
DIASOD Superintendent
Yazeed A. Al Senani

Post Order # DHFG0046 Post No: 1571 Execution Area: 32

Department:
DAISOD

DIVISION:
DIASOD

Issue Date
06/20/2020

Type of the Post Location  Fixed Gate  Vehicle Patrol Air Marshal Sea Marshal
  Restricted  Non Restricted  Community
 Armed Post Not Armed
 Computerized Non Computerized
 Industrial Non-Industrial  Community

Post Name: North Admin Gate
Post Code: N/A

Access Code:
NONE

Approval
YAS

Page
6

Coverage Days: Sun – Sat Coverage Hours: 24/7

Post Service: Temporary Sticker Visitor MGPS Other—————————

Emergency Alternative post:

EXPEC 2 Gate

Saudi Aramco: Confidential