Quality Policy

Quality is the foundation of delivering uninterrupted services to our customer. It is essential for the achievement of our ambition to sustain our IWSPP 5zeros. It therefore, must be embedded in our performance. We require all employees to be fully engaged, to understand their responsibility and adhere and comply with relevant standards, policies and procedures, incorporating the following elements:

• Fostering a quality mindset with a view of delivering services with zero error or defects by our employees and business associates.
• Continuously challenging ourselves to improve our quality plan and procedures to eliminate defects and prevent incidents. Encourage employee participation to further these improvements.
• Adopt a process and risk-based system to ensure quality, sustain improvement and deliver outstanding business performance.
• Promote quality responsibilities among employees and business partners through incorporation of standards, training, supervision and effective communication.
• Exceed customer and other stakeholder expectations by systematically considering the requirements and taking pleasure in delighting the concerned party.
• Implementing a regime of structured quality enhancement plan by setting annual quality objectives, performance of periodic assessment reviews and identification of required corrective actions to address improvement opportunities.
• Validating the effectiveness of the quality systems through internal and external audit processes in accordance with international standards and ensuring timely clearance of audit findings.

Business Continuity Policy

The stated mission for RAWEC is to ‘Help power our customers competitive advantage for the long term’.

We understand that to achieve this we must manage our risks and ensure that our business is resilient. Our priorities are to protect our interests and the interests of our client and stakeholders, as well as ensure the safety and wellbeing of our employees. These interests are paramount and must be maintained even in the most challenging circumstances.

We commit to comply with all applicable customer standards, specifications, local regulatory and legal requirements applicable to our nature of business.
It is therefore vital that all our businesses implement practical, cost-effective, and robust Business Continuity Plan (BCP) to address any major threat or incident that could interrupt our business, and which will:
• Commit to RAWEC Vision and Mission
• Protect and sustain RAWEC reputation and shareholder value of the business
• Maintain continuity of products and services in support of our customers
• Enable the achievement of RAWEC objectives.

RAWEC Business Continuity Management (BCM) is an essential management discipline that provides resilience against disruption and must be embedded within all our key operational activities.
Top management is committed to meet legal and regulatory requirements and continually improve the business continuity management system.

Asset Management Policy

Rabigh Arabian Water & Electricity Company (RAWEC) acknowledges our responsibility to provide utilities to the Rabigh Refining & Petrochemical Company (Petro Rabigh).

We are aware of the importance of ensuring a reliable and uninterrupted supply of electricity, steam, and water to the Petro Rabigh facility. It is with this in mind that RAWEC is committed to preserving our assets and applying a reliable Asset Management process to our plant. We have developed and implemented an Asset Management System (AMS) to the requirements of the ISO 55001:2014 Standard in order that we may meet our Asset Management (AM) objectives.

We also acknowledge that the safety and health of our employees, contractors, visitors, and other interested parties throughout our operations and premises is paramount. We recognize that we face a range of Occupational Health, Safety, Environment and Asset risks in our business and that we all have a responsibility to actively work to manage these throughout our operations.

We are driven by our brand promise “We Always Deliver” by adopting our “Five Zeros” philosophy:

• Zero Lost Time Injury.
• Zero Service Interruption.
• Zero Human Error.
• Zero Non-compliance.
• Zero Poor Performers.

Our AMS sets the expectations for conducting our business in a consistent, reliable, and responsible way. We shall strive to adopt robust AM strategies in order to operate our plant as effectively and efficiently as possible by:

  • Senior Management demonstrate their commitment by integrating AM requirements into the decision-making processes during all phases of our operations and providing suitable resources to ensure the successful implementation of our AMS.
  • Identifying, understanding, and effectively managing our asset lifecycles and in so doing striving to enhance the integrity of our assets including the safety, health of our employees and all stakeholders.
  • We shall ensure that we comply with all applicable legislation and the requirements of ISO 55001:2014 standard to which we subscribe.
  • Setting specific AM objectives and strategies, reviewing progress, and use the results to continually improve our performance. Our core AM objective, and principle is to implement effective Preventive Maintenance (PM) plans, Condition Based Maintenance (CBM) and Reliability of Supply strategies to all our assets on the plant as applicable.
  • The Operation and Maintenance (O&M) of the RAWEC facility is outsourced to Rabigh Power Company (RPC). RPC has therefore become our active partner in ensuring the success of our Asset Management System (AMS) and fulfilling our Asset Management (AM) strategies, objectives, and targets. 

We shall demonstrate that our AMS including this policy remains fit for purpose by regularly reviewing it as required but at least annually and thereby striving for continual improvement.

To achieve AM success as a company requires all our business partners, employees, contractors, stakeholders, and other interested parties to work together. By embracing our APS approach (Asset, People & Systems) to implement and sustain performance and by accepting our individual responsibilities, we will have an effective AM culture and performance that we can be proud of.