majan eleCtriCity Company in 2011

Company’s profile
Majan Electricity company (MJEC) resulted from restructuring the Electricity Sector in
Oman according to the royal decree number 78/2004.The Sector Law defined the duties
and responsibilities of all companies. MJEC’s core business is to manage the electricity
network through the Distribution and Supply of electricity to customers in the authorized
area of 50,250 km2 in North Al-Batinah & Al-Dahirah and Buraimi governorates under a
license issued by the Authority for Electricity Regulation, Oman.
Since its inception , Majan Electricity Company has introduced exceptional services to
150,490 customers in its authorized areas and carried out many projects for network
enhancements and reliability of supply and provided power to various consumers and
establishments within North Batinah, Dahirah and Buraimi governorates.
The authorized capital of the company is fixed at RO. 500,000 divided into 500,000 shares,
resulting “One” in Rial Omani value for each share.
Our Shareholders
The table below summarizes the shareholders pattern as at 31st December 2011
Key Figures
Shareholders
Max. Demand
2011 809.7 MW
2010 736.5 MW
2009 728.1 MW
2008 653.8 MW
2007 583.8 MW
2006 532 MW
Number of Customers
2011 150,490
2010 141,305
2009 130,998
2008 124,572
2007 118,968
2006 113,985
Electricity Holding Company 99.99% of share capital
Ministry of Finance 0.01% of share capital
Electricity revenue
2011 RO. 68,104,812
2010 RO. 51,711,173
2009 RO. 43,204,609
2008 RO. 37,246,948
2007 RO. 30,254,814
2006 RO. 25,724,387
Network losses
2011 12.8 %
2010 14.1 %
2009 17.4 %
2008 17.1 %
2007 15.6 %
2006 12.9 %
Annual Units Sold
2011 4,798,870 MWh
2010 3,616,524 MWh
2009 3,004,866 MWh
2008 2,620,243 MWh
2007 2,151,841 MWh
2006 1,893,486 MWh

mission, vision and values
vision
To be one of the leading distribution and supply companies in the region by 2016
mission
Deliver safe, reliable and economical electricity to our customers and maximize
stakeholders’ value.
values:
SAFEty FirSt:
Personal safety, employee health, protecting our environment and securing our network
is our greatest responsibility.
COMMUNiCAtE & COllAbOrAtE:
We are committed to communicate effectively. We will collaborate to achieve our goals and
make every effort to deliver our work on time and within our business plan and guidelines.
rESpECt AND CArE FOr CUStOMErS:
We are committed to pay all the efforts to maximize the return on all our internal and
external customers by meeting customer expectations and demands.
rESpECt EACh OthEr:
We will create a respectful and meaningful workplace characterized by honest and direct
communication.
OwN thE bUSiNESS:
All our actions are taken in the best interests of the business and achieving its strategic
objectives.
iNNOvAtE:
We will achieve leadership in our field by being proactive, innovative and flexible in creating
products and processes .We welcome change and continuously seek to improve.
ACt with iNtEGrity:
We will act with integrity and engender trust in both colleagues and customers. We are
committed to conduct our business with the highest professional and ethical standards.
Key performanCe indiCators
Key
Performance
Indicators
Service Area
Customers
Total Energy
distributed
Total Energy
Imported
Distribution
Losses
SAIFI
CAIDI
SAIDI
Max. Demand
33kV distribution
network length
Maint. Cost /
MWh supplied
Opex per MWh
supplied
Total MWh/
total No. of
connections
Compliance
with License
conditions
EBIT/share
Unit 2005 2006 2007 2008 2009 2010 2011
Km 2 50,250 50,250 50,250 50,250 50,250 50,250 50,250
Number 110,384 113,968 118,836 124,572 130,998 141,305 150,490
MWh 1,677,433 1,885,375 2,183,242 2,650,189 3,004,866 3,616,524 4,798,870
MWh 1,409,044 2,283,121 2,700,427 3,229,085 3,666,909 4,232,087 5,398,806
% 15.7 12.9 15.6 17.1 17.4 14.13 12.8
Customer 4 1.3 1.019 0.23 2.38 0.2 0.23
Minutes 240 44.6 56.43 72 72.8 50.49 50
Minutes 58 58.08 59.03 77.63 177.3 9.96 10
MW 503 532 583.8 653.8 728.1 736.5 809.7
KM 1,505 1,537 1,719 1,780 1,824 1,914 2,067
RO./MWh 0.53 0.57 0.51 0.62 0.64 0.50 0.45
RO./MWh 3.5 3.6 5.2 3.5 4 3.2 3.0
MWh/NO. 12.71 17 17.8 21.2 22.9 25.6 31.9
% 0 70 87 89 89 87 87
RO. 15 20 17.5 9.7 15 16.1 17.2
Staff cost/MWh
supplied RO./MWh 1 0.6 1.11 1.12 1.12 1.16 1.41
Assets per share
Average staff
cost
Revnue /MWh
supplied
Average debtor
collection
Current ratio
Average No. of
courses for each
staff
Training cost per
staff
Economic cost
RO. 150 142 150 149 157 278 314
RO. 608 880 861 897 1,146 1,410 1478
RO./MWh 13.6 13.6 14.1 14.5 14.4 14.3 14.2
DAYS 40 85 83 144 105 90 78
NO. 1.6 0.84 0.81 0.65 0.65 0.55 0.53
NO. - 2 2 4 5 3 3
RO. - 576 740 791 962 811 990
RO. 25.1 25.5 22.26 21.41 25.5 23.7 20.9

Gm forward
2011 was a challenging year but Majan electricity
company (MJEC ) was able to achieve excellent results
despite these challenges. This was only possible with
people of MJEC , our staff. For that reason the theme of
the annual report of 2011 is “Team Work “.
This report is dedicated to each and every staff whose
contributions and commitments have put Majan in the
lead.
ahmed al mazrouy
General Manager
call center : 800 7 8000
www.majanco.co.om
Contents
10
14
16
24
25
27
29
29
31
31
32
33
35
36
37
38
39
39
41
41
41
42
42
44
47
Chairman Report
Management of the company
Corporate Governance
MJEC Organization Structure
Majan Responsibilities
Price Control
Majan Elecricity Company in 2011
Projects
GIS
Customer Growth
Energy Imported
Energy Distributed
Distribution Energy Losses
Revenue from Sale of Electricity
Electricity Demand
Human Resources
Social Responsibility
MAXIMO
Time Sheet
Customer Relationship Management (CRM)
Meter Reading Campaign
SCADA
HSSE
Statistics
Financial Statements
9

Chairman report
dear shareholders,
On behalf of the Board of Directors, it is my pleasure to
present the results and performance of Majan Electricity
Company S.A.O.C (MJEC) for the year ended 31st
December 2011.
The year 2011 was a challenging year for the company
particularly many events happened in Sohar region
that potentially has an impact on the company’s ability
to operate. Despite the unforeseen circumstances,
the company is committed to continuously provide excellent
services to all our customers all the times and
this cannot be made possible without the committed
and dedicated management and staff working together
striving to achieve common objectives.
The company also participated in certain Government’s initiatives introduced during the
year to address the national issues including the creation of 50,000 jobs opportunity for
the youth .To this end , the company has recruited 114 fresh graduates.
Financial performance
The company continues to maintain a strong financial position which allows us to provide
the shareholders with a secure and growing earning stream, as in the past years . This is
in line with the our objectives and strategies and has been proved successful since 2006.
MJEC has achieved total revenue of RO 103.379 million ( 2010 , RO. 84.616 million). Sale
from electricity was RO. 68.104 million (2010, RO. 51.712 million). Subsidy received was
RO. 32.579 million compared to RO. 35.259 million in 2010. Direct costs stood at RO.
84.272 million (2010,RO. 67.889 million).The result for the year, an underlying profit of R.O
7.956 million ,with an increase of 4.9% on our result for the last year (R.O 7.585 million ).
Gross profit achieved for the same period was RO. 19.107 million compared to RO. 16.727
million in 2010, with an increase of 14%. These are a remarkable results achieved by the
company despite all the unfavorable events happened during the year.
Customer Services
The company’s goal is always to provide excellent services to all our customers all the
times .To achieve this, we have invested heavily in systems to help meet this goal and the
management has devoted substantial resources and efforts to engage everyone in the
company in building an organisation centred on meeting customer expectations. Although
we still have much work to do , we will continue to improve in customers service levels
with faster response times and improved call handling times at our call centre.
Capital Management
The company has invested a total investment of R.O 22 million during the year in the
network for both load and non load related projects to meet the demand of the electricity
supply as well as enhancing the quality of supply to the customers . These investments
have significantly reduced the network losses to 12.8% in 2011 compared to 14.13% last
year. This is a remarkable achievement attained by the company.
people
We recognized the importance of having our people throughout the company and committed
to maintain high level of employee engagement particularly the development of talent
Omainis to undertake key leadership roles in the future.
We will continue to create a cordial working environment to enhance a culture revolved
around productivity ,commited to continuously improving performance in order to achieve
or exceed operating benchmark and objectives.
regulated Activities:
Proactive involvement in Regulatory arenas is one of our highest priorities. The utility business
is fundamentally dependant on this economic regulation. In 2011 , MJEC has completed
the PCR III requirement . The new PCR III will start from 2012 to 2014.
Acknowledgement
On behalf of the Board members I would like to express my gratitude to His Majesty Sultan
Qaboos Bin Said for his support and his strong and wise leadership, which has paved the
way for ongoing development of Oman.
I would like to thank all our customers for their support .I wish to express my gratitude to
my fellow board Members as well as the management and all staff for their dedication and
commitment to the safe and reliable supply of electricity .
I also would like to thank Ministry of Finance, Ministry of Housing, Tender Board and Authority
of Electricity Regulatory Oman for their effort and support provided to the company
.
10 11
yahya S. Al Jabri
Chairman

Financial DATA
2005
(May-Dec.)
Financial Data (Thousand R.O)
2006 2007 2008 2009 2010 2011
Revenue 35,143 50,993 51,967 62,541 77,633 84,616 103,379
Gross profit 6,295 9,757 10,086 11,395 15,368 16,727 19,107
Operating profit 3,354 4,720 3,749 4,988 7,923 8,456 9,016
Net profit 3,050 4,840 3,643 3,184 6,359 7,585 8,102
Government Subsidy 18,900 26,100 23,000 18,140 31,199 35,259 32,579
Bulk Supply Tariff 19,599 28,909 28,494 36,346 42,447 47,649 61,414
Transmission use of system
charges
Net cash from operating
activities
Cash equivalent at the end
of the period
5,280 6,042 5,326 6,449 8,605 9,605 11,323
11,525 15,241 11,565 7,078 2,724 19,477 10,618
9,013 6,126 6,015 5 5 8 8
Total assets 85,987 91,548 102,063 113,171 125,969 138,866 157,165
12 13

manaGement of the Company
board of Directors:
MJEC Board of Directors in 2011
2
S.R Name Designation
1 H.E Yahya Bin Said AL-Jabri Chairman
2 Eng. Hassan bin Mohammed Abdawani Deputy Chairmen
3 Mr. John Wright Board Member
4 Mr. Michael Lim Board Member
5 Mr. Abdul Aziz Mohammed Al-kharusi Board Member
Appreciation to our previous Board of Directors
3
S.R Name Designation
1 H.E Yahya Bin Said AL-Jabri Chairman
2 Dr. Hamed Bin Hashim Al-Dhahab Deputy Chairmen
3 Mr. Muhanna Bin Said AL-Mahrooqi Board Member
4 Mr. Haitham Bin Yousif AL-Zedjali Board Member
5 Eng. Nabil Bin Abdullah AL-Ghassani Board Member
1
4
5
Excutive Management team
Name Job Title
1. Ahmed Al Mazrouy General Manager
2. Mohammed Al Abri Senior Manager of Project Office
3. Ibrahim Al Farsi Senior Manager of Customer Services
4. Peter Halliday Financial Controller
5. Syd Mcdowell Senior Manager Asset Management
6. Fayza Mohamed Sadik Regulatory Affairs Manager
7. Khalil Al.Jabri Manager of Human Resources and Administration
8. Vacant Senior Manager Distribution, Operation and Maintenance
14 15
2
3
6
1
4
7
5

Corporate GovernanCe
Majan Electricity company (SAOC) recognizes the important role that good corporate
governances plays in the smooth and efficient functioning of the company , protecting its
interests and enhancing shareholder value. In pursuing the corporate objectives we are
committed to the highest level of governance and strive to foster a culture that values ethical
standards , personal and corporate integrity and respect for others.
MJEC’s Corporate Governance policy has been built on the philosophy and principles
outlined in international form and the code of corporate governance issued by the Ministry
of Commerce and Industry for SAOC Companies.
Board of Directors:
The board of directors consists of 5 members . Out of which 4 represents the Electricity
Holding Company and one represent the Ministry of Finance. As per the article (132) of the
Commercial Law and based on article 17 of the Article of Association which specified the
membership of the Board of Directors to 3 years and ended on 5/3/2011 and based on the
resolution issued by the board of directors of Electricity Holding Company to reform the
board of directors of Majan Electricity Company and to the General Committee meeting
no. 8/2010 , it was decided unanimously to appoint the existing Board of Directors.
Board Meetings:
The tables below includes the number of meetings carried in 2011 and the representative
source
The Board of Directors (up to 5th of march 2011)
Name Designation
No.of
meetings Representation
H.E Yahya Bin Said Al-Jabri Chairman 2 Electricity Holding Co.
Dr. Hamed Bin Hashim Al-Dhahab Deputy Chairman 1 Electricity Holding Co.
Mr. Muhanna Bin Said Al-Mahrooqi Board Member 2 Electricity Holding Co.
Eng. Nabil Bin Abdullah Al-Ghassani Board Member 1 Electricity Holding Co.
Mr. Haitham Bin Yousif Al-Zedjali Board Member 4 Ministry of Finance
The new board of Directors
Name Designation
No. of
meetings Representation
H.E Yahya Bin Said Al-Jabri Chairman 3 Electricity Holding Co.
Eng.Hassan bin Mohammed Abdawani Deputy Chairman 4 Electricity HoldingCo.
Mr. John Wright Board Member 3 Electricity HoldingCo.
Mr.Michael Lim Board Member 5 Electricity HoldingCo.
Mr. Abdullaziz Mohammed Al-Karusi
*Total 7 meetings during the year.
Board Member 3 Ministry of Finance
Internal Audit Committee
The internal Audit Committee consists of 3 independent, non executive members. The
internal and external auditors are invited in the committee meetings. The board has established
the Internal Audit Committee as per resolution no. (5/1/2008) and Board of Directors
resolution no. (17/2011) ,the decision on the restructuring of the Audit Committee.
Table1: Previous committee (up to 5 th of March 2011)
Name Position Number of meetings
Mr. Muhanna Bin Said Al-Mahrooqi Chairman 1
Dr. Hamed Bin Hashim Al-Dhahab Member 0
Mr. Haitham Bin Yousif Al-Zedjali Member 2
Table 2: New committee
Name Position Number of meetings
Mr. John Wright Chairman 3
Mr. Abdullaziz Mohammed Al-Karusi Member 2
Mr.Michael Lim Member 3
The primary function of the Audit Committee is to assist the Board of Directors in
fulfilling its oversight responsibilities and in line with the responsibilities and duties
assigned to the Corporate Governance for the Closed Stock Companies. The main
responsibilities of the Internal Audit Committee can be summarized as follows:
internal Control and risk management:
• Applicable Review the company’s financial controls, other internal controls, and
risk management.
• Discuss the internal control systems with the management to ensure that they
are operating effectively;
• Ensure adequate processes are in place to check compliance with the license
conditions and information requirement of AER and other regulations.
16 17

eview of financial information :
• Ensure (on quarterly and annual basis) integrity of the financial statements while
emphasizing any changes to the accounting policies and practices, aspects
subject to significant judgment or estimation, substantial adjustments resulting
from the audit going concern nature of the company and compliance with international
Financial Reporting Standards.
• Consider any significant and unusual matters to be reported in the financial
statements and to address concerns raised by the Financial Controller, the compliance
officer or the external auditors.
relation with external auditors:
• Monitor the independence of the external and discuss with the external auditor
the nature, scope and efficiency of the audit in accordance with generally accepted
auditing standards.
• Review audit plans , ensuring the auditors have full access to all relevant documents.
• Ensure that significant findings and recommendations made by the external auditors
and the management’s proposal responses are received , discussed and
appropriately acted on.
• Develop and implement a policy on dealing with external auditor to supply non-
audit services, if any, to ensure that provision of such services would not impair
the independence or objectivity of the external auditor.
• Adopt a policy on dealing with external auditors and reporting/ recommending
to the Board any issues that require action on the part of the board.
• Meet with the external auditors at least once a year without the presence of any
management staff.
• Reply promptly to any correspondence or queries received from the external
auditor.
• Review and recommend the appointment, reappointment or placement of an
external auditor.
• Review and recommend the remuneration and term of engagement of the external
auditor.
internal audit
• Develop a policy on confidential reporting by employees. The policy should relate
to financial regulations, internal control matters of concern to the company.
Further to ensure that proper procedures are in place to allow independent and
fair investigations of reported matters.
• Review audit plans , ensuring that auditors have full access to all relevant documents.
• Ensure that the Internal Audit function is adequate resourced and has an appropriate
standing within the company.
• Consider the findings of investigation initiated by the Board of Directors.
• Ensure coordination between the external and the internal auditors.
• Ensure adherence to the duties and responsibilities included in this manual.
• Ensure that significant findings and recommendations made by the internal auditors
and the managements proposed responses are received , discussed and
appropriately acted on.
• Submit a report to the Board of Directors on the extent of the committee’s compliance
with the duties and responsibilities in this manual.
18 19
fraud
• Ensure that adequate fraud oversight mechanism exists at the company and
review the antifraud processes and control.
• Devise procedures to identify the improve antifraud control and reengineering.
• St up proactive fraud detection methodology.
• Review reports on fraud risk assessment, fraud management policies and infrastructure.
• Promote prevention mechanisms within the company.
• Review reports of fraud investigations, and recommended necessary actions
based on fraud investigations.
Governance
• Review the governance practices of the Board , consult as necessary with the
external advisors and company secretaries and identify leading governance
practices.
• Recommend to the Board leading governance practices and monitors implementation
of the Board adopted practices.

internal tender Committee
As per the government tender law, the board has established the internal tender committee
as per resolution no. (6/1/2008) . The committee was redesigned based on the Board
of Directors resolution no. (18/2011) .
The members of Internal Tenders Committee and number of meeting are listed below:
Table 1: Previous committee (up to 5 th of March 2011)
Name Position Number of meeting
Eng. Nabil Bin Abdullah Al-Ghassani Chairman 4
Mr. Haitham Bin Yousif Al-Zedjali Member 12
Eng. Ahmed Bin Saif Al.Mazrouy Member 3
Eng. Khamis Bin Hameed Al.Saidi Member 5
Mr. Ahmed Bin Hamed Al.Shuaili Member 4
Mr. Nasser Bin Abdullah Al Huqani Coordinator 12
Table 2: New committee
Name Position Number of meeting
Eng.Hassan bin Mohammed Abdawani Chairman 8
Mr. Abdullaziz Mohammed Al-Karusi Member 4
Eng. Ahmed Bin Saif Al.Mazrouy Member 8
Eng. Khamis Bin Hameed Al.Saidi Member 7
Mr. Ahmed Bin Hamed Al.Shuaili Member 9
Mr. Adil Bin Rashid Al Kalbani Coordinator 5
ITC has the authority to assign contracts for procuring services or goods within its delegated
authority by the Board,
The main responsibilities of the Internal Tender Committee are:
• Ensure that all evaluations are subject to the principles of publicity., equal opportunity,
equal treatment and free competition.
• Ensuring that Article 79 of the sector law require fair and transparent competition,
Article 4 of the tender law requiring openness, equality of opportunity and freedom
of competition are fully complied within evaluating tenders.
• Ensuring that any Board Member, executive management or advisors who have a
potential conflict of interest do not form part of the evaluation and decision making
process. ITC Chairman in particular will insist that any direct or indirect interest
should be declared by the directors before discussing any items on ITC agenda. He
will also ensure that the presence or absence of conflict for each director is confirmed
in writing before discussions on any bids.
• Classification and registration of suppliers and contractors in accordance with the
provisions of the policies at EHC and its subsidiaries and regulations prescribed in
the Tender Law.
• Accepting bids and offers from suppliers , contractors and consulting companies;
• Reviewing and accepting preferred vendor list for ongoing purchases.
• Appointing third party evaluators where necessary to evaluate the technical and
commercial aspect of any proposal.
• Approving the methods followed for evaluating bids.
• Receiving the results of the bids analysis from the Tendering and Procurement Section
or any other authorized parties , reviewing them and taking assignment decision
thereof.
• Reviewing the technical specifications, conditions and instructions submitted by
the contractors and verifying their sufficiency.
• Determining the general conditions to classify and appoint the suppliers, contractors
and consulting companies.
• Determining the price of any part of the selected contract , negotiating with suppliers,
contractors and consulting companies.
• Approving the pricing and recommending for further evaluation of the Government
Tender Board based on approved delegation authorities.
• Approving the extension of contract completion period.
• Approving variation orders and scope changes to an already accepted services
within the approves delegated authority.
human resources Committee
The Board of Directors has established the Human Resources Committee based on resolution
no. (7/1/2008) . The committee was redesigned based on the Board of Directors
resolution no. (5/3/2011) .
The respected number of meetings attended is also provided in the following table:
Table 1: Previous committee (up to 5 th of March 2011)
Name Position Number Of Meetings
H.E Yahya Bin Said Al-Jabri Chairman 1
Dr. Hamed Bin Hashim Al-Dhahab Member 0
Eng. Ahmed Al-Mazrouy Member 1
Mr.Dawood Suleiman Al-Mahrizi Member 1
Mr. Khalil Suleiman Al-jabri Member 1
20 21

Table 2: New committee
Name Position Number Of Meetings
H.E Yahya Bin Said Al-Jabri Chairman 2
Eng.Hassan bin Mohammed Abdawani Member 1
Eng. Ahmed Bin Saif Al-Mazrouy Member 1
Mr.Dawood Bin Suleiman Al-Mahrizi Member 1
Mr. Khalil Bin Suleiman Al-Jabri Member 1
The main responsibilities of Human Resources Committee are:
• Consider and review the structure of salaries , allowances and bonuses specified
for the employees and submission of recommendations thereof to the BOD.
• Ensure that an effective management succession process exists.
• Review the job descriptions and arrangements that are applicable in the company.
• Review methods of development of work and career gradient.
• Conduct disciplinary investigations for employees.
• Assist the Board in conducting performance evaluation of Executive Management.
• Ensure compliance with directives set by Ministry of Manpower.
• Reviewing the training plan and calendar.
• Consider employees’ complaints and grievance.
• Make decisions necessary to solve problems occurring from the Implementation
of HR Regulations or problems arising due to the lack of provisions dealing with
such problems.
• Review the basis and criteria related to assessment of employees and
• Consider and solve any issue referred to the Committee by the BOD.
remunerations
The total sitting fees paid to the Board of Directors and the Committees members for
2011 was RO 29,550/- calculated on the following basis per meeting:
Chairman of the Board: RO 650 /-
Chairman of the committee: RO 400 / -
Board members: RO 500 /-
Committee members: RO 300 /-
The table below shows board members and the fees paid to each of them:
22 23
Name
Board of
directors
meeting
Internal
Audit committee
ITC
Human
Resources
Committee
Total
H.E Yahya Bin Said Al-Jabri 3,250 0 0 1,200 4,450
Dr. Hamed Bin Hashim Al-Dhahab 500 0 0 0 500
Mr. Muhanna Bin Said Al-Mahrooqi 1,000 400 0 0 1,400
Eng. Nabil Bin Abdullah Al-Ghassani 500 0 1,600 0 2,100
Mr. Haitham Bin Yousif Al-Zedjali 2,000 600 3,600 0 6,200
Eng. Hassan bin Mohammed Abdawani 2,000 0 3,200 300 5,500
Mr. John Wright 1,500 1,200 0 0 2,700
Mr.Michael Lim 2,500 900 0 0 3,400
Mr.Abdullaziz Mohammed Al-Karusi 1,500 600 1,200 0 3,300
the External Auditor:
Price Water House Coopers (PWC) was appointed as external auditor for 2011 by the
previous Annual General Meeting.

Management of the Company
MJEC has an organization at the corporate level headed by the General Manager, responsible
for achieving the strategic objectives of the company and realizing its performance and
expansion targets .The Executive Management Team is responsible for the day-to-day
management of the company and for establishing the company’s Business Plan as main
interface and link with the Board and company staff.
MJEC Organization Structure
majan responsibilities
Articles number 90 and 91 outlines the responsibilities of Majan and other distribution
companies.
article 90
Without prejudice to the provisions of any other Law the Licensed Distribution System
Operator shall have the following rights and powers and shall be subject to the following
duties:
a) Undertake to finance, operate, maintain, develop and expand the Distribution System
owned by him in a safe manner and in accordance with the relevant performance
Security Standards, and shall offer terms for Connection with the Distribution
System and use of the System on a non-discriminatory basis and equal
opportunity.
b) To charge the Permitted Tariff or Cost-Reflective Tariff for Connection to its Distribution
System, and shall have the right to disconnect services from the Customers
who do not pay amounts due to it or to a Licensed Supplier.
c) To become a party to the Grid Code, and to implement, publish, develop and amend
a Distribution Code.
d) To charge a Cost-Reflective Tariff to Persons Licensed to Supply from his System.
e) Not to Connect RAECO System without the approval of the Authority.
f) To acquire any Distribution assets from the Rural Areas Electricity Company in accordance
with the manner specified by the Authority pursuant to Article (88) of this
Law.
g) Undertake not to discriminate without legal justification in favour or against any
Person when undertaking its regulated activities.
h) Undertake to design, construct, develop, own, operate and maintain International
Interconnections in accordance with Article (115) of this Law.
i) To purchase all goods and services and manage them on the basis of Economic
Purchase.
All being in the manner specified in the License according to the provisions of this Law.
24 25

article 91
Without prejudice to the provisions of any other Law the Licensed Supplier shall have the
following rights and powers and shall be subject to the following duties:
a) To meet all reasonable demand for the Supply of electricity to Premises located
within its Authorized Area, which are Connected to a Distribution or Transmission
System on a non-discriminatory basis, and he shall publish the Permitted Tariff and
Cost-Reflective Tariff.
b) To arrange for the meter reading and to submit bills to Customers and to collect
amounts due to it in accordance with the conditions of its License.
c) To pay a Licensed Transmission System Operator or a Licensed Distribution System
Operator, in consideration for the use of the System, as the case may be.
d) Not to acquire electricity other than from the Oman Power and Water Procurement
Company and shall act as the agent of the Oman Power and Water Procurement
Company in relation to the purchase of the Output of Auto generators.
e) Undertake not to discriminate without legal justification in favour or against any
Person when undertaking his regulated activities.
f) To purchase and manage all goods and services on an Economic Purchase basis.
g) To charge Permitted Tariffs and Cost-Reflective Tariffs in consideration of all Supplies
made by it according to the License granted to him and shall have the right
to take all prescribed procedures in this Law in case of Customers who default on
payment, including the termination of Supply.
h) To acquire Supply business from the Rural Areas Electricity Company in the manner
specified by the Authority.
All being in the manner specified in the License according to the provisions of this Law.
priCE CONtrOl
26 27
2011
MADRt MASRt MARt
PCt 61,414,257
Uof St 11,322,485
Connection charges 1,816,481
MWh purchased 5,398,806
at 14,934,420
bt 1.282
RUDt 3,345,099
ct 37.236
CAt 150,490 150,490
DBt 24,828,014
dt 26.412
SBt 3,974,742
LF distribution 123,150
LFS supply 41,050
LOSSt 15,458
Kt (3,038,813)
MAR 26,783,103 76,752,534 100,496,824
Customer Revenue 68,104,812
Subsidy 32,579,046
Other Revenue (44,594)
ARR 100,639,264
distribution business price Control
MADR t = DBt + Ct + LOSSt + LFDt – KDt
Where:
DBt reflects the economic cost of the Distribution Business and designed to recover non
pass through economic cost (i.e. CAPEX, OPEX and a return on capital) and is defined as:
DBt = at + (bt*RUDt) + (ct* CAt)
Ct is connection charges paid to OETC for connection of the licensed transmission system
in year t
LOSSt means network losses revenues (positive or negative) in relevant year t and is calculated
as:

LOSSt = LD t* RUD t-1 * pt
Where:
RUDt means regulated units distributed.
Pt is a notified value determined by the Authority
LDt means the percentage point difference between the level of Target Losses (TL) and
Actual Losses (AL) calculated according to the following formula:
LDt = TLt-1 – Alt-1
Where:
TLt-1 means the target level of Distribution losses stipulated by the authority.
Alt-1 means the actual level of Distribution losses in Relevant Year t-1. The above percentage
difference is then multiplied by p (expressed in terms of R.O/kWh) to provide the
monetary value.
LFDt is the License Fee paid to the Authority in year t relevant to Distribution Business
Kt is a correction factor relevant to MADRt
supply business price Control
MASR t = PCt + UofSt + SBt + LFSt – KS t
PCt means amounts due (measured on accruals basis) in respect of purchases of electricity
in year t;
UofSt means amount due (measured on accrual basis) in respect of charges for use of
Distribution and Transmission System in relevant year t,
SBt means the allowed supply cost of MJEC supply business in relevant year t, calculated
according to the following formula:
SBt = dt* Cat
where:
Dt = dt-1 * ((1+CPIt)*(1-Xs)
LFSt is the License Fee paid to the Authority in year t relevant to Supply Business
Kt is a correction factor relevant to MASRt
2011 was the end of PCR II . During 2011, MJEC has worked on the new period of price
control , PCR III (2012 -2014) . AER has continued the separation of PCR of the two business
Distribution and Supply. Total Capex allowance in the three years will be R.O 102.2
million and Opex allowance R.O45.3 million .
majan eleCtriCity Company in 2011
1. projects
One of main objectives of Majan Electricity in 2011 was to achieve responsive and reliable
service to its customers. To achieve this and to meet customer expectations Majan needs
to strengthen its network and to enhance reliability of supply. The table below shows the
total value of work done in major capital expenditure in 2011:
Category Amount (R.O)
11KV Investment & LT - Load 8,761,645
11KV Investment & LT -Non Load 3,350,238
33KV Investment - Load 5,360,436
33KV Investment - Non-Load 733,658
GIS 302,774
SCADA 706,803
Plant spares 353,974
Others 1,226,012
Building 957,280
TOTAL 21,752,819
28 29

major network projects in 2011
Project Description Value (R.O)
Construction of office, Ware house and Guard room building in Sohar 150,000
Upgrading Swaihirah PSS 33/11KV from 2x6MVA to 2x20MVA in Sohar
at Batinah Governorate
33kV interlink from Masarat feeder to Mazim PSS in Dhahirah Governorate
Upgrading Mukhailif 33/11.5kV indoor primary substation from 2x10MVA
to 2x20MVA in North Batinah Governorate
Construction of 2x6 MVA Outdoor Substation at Buraimi Ind-2 in Buraimi
Governorate
Construction of 33KV New feeder from Al Khaborah Grid to Al Briak
Primary SS
704,000
194,400
44,979
142,460
123,700
2. GiS
GIS had completed surveying and collecting data for all Majan networks (33kv, 11kv & LT)
in all service areas (except Mohadha) with a total investment of R.O 302,774/-.
3. Customer growth
A total number of 9,185 customers were connected to Majan network in 2011. The total
number of customers connected stood at 150,490 customers and increased by 6.5 %
from last year. The majority of these customers were connected in North Batinah governorate
with 59% followed by Dhahirah 23% and Buraimi at 18%.
The highest increase was in the Industrial Sector by 57% followed by Agriculture & Fisheries
which increased by 15% from last year.
Domestic sector represented 75.7% from the total number of customers followed by commercial
sector with 17.6%.
The table below represents the new connected customers through the year in MJEC authorized
area:
Customers
North Batinah Dhahirah Burimi MJEC
during Dec
2011 Khaborah Saham Sohar Shinas Liwa Total Ibri Dhank Yanqel total Total Total
Domestic 455 762 1,368 450 299 3,334 1,349 112 270 1,731 894 5,959
Industrial 18 0 52 1 0 71 6 0 0 6 12 89
Commercial 80 354 626 150 132 1,342 416 6 72 494 616 2,452
Agri. & Fish 21 32 125 15 17 210 26 7 12 45 53 308
Tourism 0 0 0 0 0 0 1 0 0 1 33 34
Government 45 53 74 25 36 233 41 18 30 89 21 343
Total 619 1,201 2,245 641 484 5,190 1,839 143 384 2,366 1,629 9,185
30 31

total Customer distribution
area wise
Buraimi
18 %
DHR
23 %
NB
59 %
4. Energy imported
Indus.
0.2 %
total Customer distribution per
tarrief Catagory
Agri. & Fish
1.5 %
Comm.
17.6 %
Tourism
0.2 %
Gov.
4.8 %
Dom.
75.7 %
MJEC imported 5,398,806 MWh during 2011 with a total cost of OR. 62,643,190 compared
to 4,232,087 MWh and OR.47,649,042 from last year with an increase of 28% and
32% respectively.
5. Energy Distributed
energy imported
2011 2010
MJEC distributed 3,345,099 MWh to its customers . MJEC end users ( direct connected
customers to transmission system ) consumed 1,453,771 MWh . The strong growth reflects
the increased electricity demand of Industrial customers.
mWh distributed
32 33
thousands mWh
69
82
502
535
1,900
1,729
369
2010 2011
409
397
410
10
10

The highest percentage of energy was distributed to Domestic Sector with 56.8% from
the total distributed energy followed by Commercial Sector with 16% .Agriculture and
Tourism Sectors consumed the lowest energy as a percentage from the total distributed
energy at 2.4 % and 0.3% respectively. Because of its large number of customers, North
Batinah Governorate distributed the highest percentage of energy 66% followed by Dhairah
19 %and Buraimi governorate 15%.
Tourism
0.3 %
Industrial
12.3 %
Government
12.2 %
Dhahirah
19 %
Agri. & fish
2.4 %
Commercial
16 %
Domestic
56.8 %
% of mWh distributed as per tariff category
Buraimi
15 %
N. Batinah
66 %
% mWh distributed per region
6. Distribution Energy losses
One of the 2011 Majan strategic objective was to reduce energy losses to 12.9 %. To
achieve this Majan undertook various activities such as random meter checking , meters
replacement and effective Reading and Collection Contract management with ONEIC .
The year ended with an outstanding record of 12.8% which was lower than last year position
of 14.13% . Due to the high percentage of customers and the network, North Batinah
governorate recorded the highest percentage of network losses during 2011 which was
15.4% followed by Buraimi governorate with 12.8% . Al Dhahirah governorate recorded
Nil losses.
distributed energy losses per month
2011 2010
energy losses per month/region
34 35
percentage
percentage
2010 = 14.13 %
2011= 12.8 %
N.B = 15.4 %
DHR= - 0.02 %
Buraimi=12.8 %
Buraimi DHR
N.B

7. revenue from Sale of Electricity
Revenue from sale of electricity is the major component of MJEC revenue. As at December
2011 , MJEC recorded total revenue from sale of electricity of R.O 68.104 million an
increase by 32% from last year. The main contributor was the Industrial Customers . The
major proportion of revenue was from the Industrial sector of 37% followed by Domestic
sector by 32%. 19% from the total revenue was generated from Commercial sector followed
by government sector with 11%.
thousands (r.o)
722
865
9,941
13,138
19,660
21,631
2011 2010
6,706
revenue from sale of electricity
7,539
14,965
24,771
162
162
8. Electricity Demand
The peak demand recorded on 08/08/2011 and was 809.7 MW representing 10% increase
from last year. The minimum demand recorded on 22/01/2011 and was 156.0MW.
monthly max. and min demand
daily max. and min. dimand
36 37
736.5
809.7
809.7

9. human resources
At Majan our Human Resources make difference. Our employees are our key strength and
our most valuable assets. The company continuously invests in developing the human
capital by recruiting qualified people and developing them to best serve our customers.
Our priority is to attract, develop and retain employees who are qualified, motivated and
engaged through human resource strategies. In 2011 Majan recruited 143 employees
with Omanization percentage of 94%. The table below shows human resources allocation
division wise.
Division/Department /Section Staff Number
GM Office 14
Regulatory Affairs 5
HR & Admin Affairs 34
Customer Affairs 88
Distribution, Operation & Maintenance 147
Finance Division 21
Planning & Asset Management 46
Project Management Office 27
Total 382
learning and Growth at MJEC
MJEC is continuously investing in its manpower to enhance their capabilities and skills.
This year MJEC invested R.O 378,519 in 103 different development programmes.The average
training cost per employee was R.O 990 /- per staff.
10.Social responsibility
Majan recognizes its social responsibility towards local societies in its authorized areas.
In this regard the company has participated in a number of local activities through a direct
interaction with different societal segments. The company has held a number of meetings
with locals Walis, Sheikhs, dignitaries, schools and colleges representatives , association
of Omani women, summer youth camps etc.
In 2011 MJEC has contributed in R.O. 26,450/- with 32% increases from last year. Also in
2011 the company has provided vocational training for 302 Omani students from different
disciplines such as engineering and business administration compared to 234 students
last year.
11.MAXiMO
MJEC has initiated the implementation of a best practice asset management system, in
alignment with the PAS 55 standard is expected that MJEC will be able to gain accreditation
to that standard by 2015 .The MAXIMO project is fundamental to focusing staff on the
preventive, routine and emergency maintenance processes and procedures and automating
them with the CMMS. Key opjective of MAXIMO :
• Implement best practice asset management processes for MJEC network
with a particular focus on maintenance, work planning, scheduling and
monitoring.
• Full rollout for Maximo across the MJEC’s network to be planned based on
the Phase I implementation.
• The implemented system and designed processes should be flexible and
sustainable.
38 39

the frameWorK 12.timesheet
In 2011, MJEC completed phase 1 of the the SRAP project ( Strategic Resource Allocation
Project) . MJEC developed time sheet system , innhouse , to enable the company to
allocate some of the operating cost related to the capital expenditure under CAPEX and
thus adding value to the asset base and reducing the operating cost.
The system is used by the core functions whose work is related to the capital expenditure.
The system records the time spent in each job such as Capital work, Maintenance work
or Administrative work for the engineers working under these areas.
13.Customer relationship Management (CrM )
In 2011, MJEC started implementation of the Customer Relationship Management (CRM)
to provide the tools and capabilities needed to create and easily maintain smooth operations
with the customers. The system captures the data starting from first contact with the
csutomer until final connection of the customers and post-connection services .
The system is used in all the locations to register all the information related to the customers.
14.Meter reading Campaign
In 2011, MJEC has launched meter reading Campaign “ Treasure Hunting Campaign”.
The primary aim of the campaign was to check the quality of 145,000 electricity meters
installed in households and commercial establishments. The campaign has been conducted
due to complaints lodged by customers regarding various cases of tampering the
electricity meters in different distribution areas. Majority of the employees participated in
the campaign . The results of the campaign utilized to plan for reducing the system losses
in the future.
40 41

15.SCADA :
Extending SCADA at all MJEC primary substations and the provision of associated DMS
software is the plan to fully integrate the SCADA. This will provide significant benefits including:
• Reduction in outage durations and customer minutes lost;
• Facilitates a reduction in technical losses;
• Improved emergency and outage management;
• Network optimization particularly at times of peak load;
• Free up significant resources from manual data manipulation and
reporting to higher value activities; and
• Supports the training and development of network operations staff.
16. hSSE
2011 has carried with it many HSSE challenges. Challenges that still MJEC and contractors
need to wrestle and deal with in order to improve the current HSSE performance.
health
No occupational illnesses were reported by both MJEC and contractors.
safety,
Unfortunately one LTI occurred on 29th June 2011 which has led to fatality.
The incident occurred while a line man received severe electric shock while he was attempting
to connect LT overhead lines with a cable in order to feed a tent with electricity.
The investigation has revealed that the lineman was not wearing his safety electrical
gloves and he was not following the correct service connection procedures. In addition ,
two restricted work cases occurred last year and one safety a first Aid incident occurred
on 12/07/2011.
security
Continuous effort was escorted by the concerned departments to safeguard the security
of the assets through continuous inspections and audits. However about 27 incidents of
thefts and vandalisms were reported. Indeed this is a very serious threat that MJEC network
is facing . In 2011 a man lost his life in attempting to steal a cable from pole mounted
transformer. The cable was live and the man died immediately in the spot due to severe
electric shock he received.
environment
There were no environmental incidents reported.
The table below provides details of the HSSE KPIs (statistics) set for 2011, broken down
to health, safety, Security and Environment.
42 43
Performance Indicator 2011 target 2011 Actual
Health Occupational illness 30 0
LTI (Lost time injury) 6 1
Safety
RWC (Restricted work
case)
8 2
First Aid 15 1
Security No. of thefts & vandalisms N/A 27
Environment No. of Envoi incident 5 0
Near Miss
No. of unsafe acts & conditions
240 279
Third party incidents Security N/A 3
major hsse activities of 2011
We had a highly active year where a number of HSSE initiatives took place such as Safety
Believers Gathering day, improving the use of Intelex and some of major activities were
replacing unsafe stay wires, terminating open end cables and improving asset security.
a- Unsafe Stay wires.
Throughout 2011, MJEC managed to replace about 4,000 unsafe stay wires at an estimate
cost of R.O 115,000.
b- Unlocked Facilities.
Consequence to notice no. 116 from Authority Electricity Regulation –AER, on Asset security,
MJEC imparked into a major project to standardize and replace over 10,000 locks
in the network. MJEC carried out several inspections and awareness programs as well.
c- reporting of unsafe acts and conditions
MJEC utilize the benefits of safety communication system software ‘Intelex’ to record near
miss and follow up mechanism. Also encouraged and awarded staff through “TESTAHIL “
program to report near misses. As a result of such initiative MJEC received good quality
near misses reports where accidents might occur if were not reported through near miss.

statistiCs
Maximum and Minimum Demand
2006 2007 2008 2009 2010 2011
Max Min Max Min Max Min Max Min Max Min Max Min
January 201.5 82.1 224.8 91.4 257.9 115.2 279.5 119.7 304.7 140.8 336.5 156.0
February 205.3 84 223.6 99.5 253.8 114.4 309.3 126.2 303.5 151 332.5 167.9
March 233.1 97.7 260.2 103.5 361 136.4 408.2 158.9 451.5 169.5 418.2 167.4
April 385.8 162.8 463.7 169.2 472.6 235.1 516.2 176.3 591.9 283.3 557.5 263.4
May 502.7 214.9 538.6 271.6 645.3 285 728.1 182.9 719.4 326.6 790.4 353.7
June 516 269.7 573.1 212.9 653.8 335.2 711.6 405.5 736.5 336 799.6 517.6
July 532 278.9 583.8 326.6 644.1 371.7 721.6 420.8 735 425 790.5 483.2
August 500.2 266.5 563 322.1 626.3 368.8 722.5 400.4 717.3 436.4 809.7 445.9
September 494.2 253.2 580.4 275.3 642.9 368.6 718 346.1 705.9 351.2 751.4 433.1
October 460.2 187.4 456.9 179.1 542.8 267.7 600.2 285.6 625.5 312.3 676.0 306.4
November 306.8 125.4 352.9 147 412.2 172.8 428.5 181 467.2 187.7 468.2 232.1
December 218.4 93.3 262.7 121.6 289.7 124.8 319.2 141 341.8 162.6 350.3 157.8
Daily maximum and minimum demand
2006 2007 2008 2009 2010 2011
44 45
Time
Max on
15/07/06
Min on
21/01/06
Max on
16/07/07
Min on
21/01/07
Max on
28/06/08
Min on
02/02/05
Max on
31/05/09
Min on
24/1/09
Max on
30/6/10
Min on
16/1/10
Max on
08/08/11
1:00 491.6 93.7 558.1 110.7 579.5 126.3 652 133.6 684.8 155.2 713.7 178.7
2:00 478.4 85.9 542.3 102.7 564 119.4 633.7 124.3 669.4 145.6 733.2 164.4
3:00 472.1 84.5 526.8 91.4 547.2 115.6 610.3 121.2 652.9 140.8 729.3 157.1
4:00 464.1 82.1 513.4 98.7 529.1 114.4 598.6 119.7 639.1 141.1 710.4 156.0
5:00 429.8 85 475.2 102 490.1 119.8 528.8 121.5 585.5 144.0 685.0 157.7
6:00 378.7 109.4 421.8 128.6 441.1 146 447.4 153.5 531.8 194.1 626.3 189.2
7:00 366.2 129.1 409.5 141.6 438.5 166.9 446.5 172.7 503.3 207.6 616.7 192.7
8:00 365.1 144 405.6 159.5 441.8 187 463.7 184.8 502.1 208.2 636.5 203.6
9:00 364.5 149.3 412.4 168.5 443 202.7 473.6 192.7 511.9 205.6 658.2 217.5
10:00 362 157.4 409.9 169 439.1 215 476.6 202.3 510.9 221.2 673.8 225.1
11:00 367.7 157.6 420.4 167.7 451.9 215.6 492.7 204.2 519.0 223.8 685.4 225.8
12:00 392 155.3 451.5 165.8 479.6 208.55 531.4 204.8 544.3 229.8 694.1 227.4
13:00 437.8 156.1 501.1 170.9 534 210.15 603.7 212.1 599.7 230.5 715.4 237.5
14:00 491.4 132.7 548.7 146 591.4 187.05 688.4 189.8 677.9 206.1 782.1 217.1
15:00 531.5 132.1 583.8 144.4 653.8 184.4 728.1 182.5 736.5 206.4 809.7 199.6
16:00 516.5 156 569.2 169.9 636.5 205.8 699.7 210.4 717.1 230.2 788.1 222.8
17:00 407.3 158.6 453.2 173.3 504.7 215 578.5 212.6 588.7 236.6 686.9 223.8
18:00 336.6 188.3 395.2 201.1 433.1 224.8 485.2 248.4 505.4 281.2 615.9 283.8
19:00 336.1 183 388 196.2 427.1 240.1 480.8 259.5 505.2 273.0 590.9 284.8
20:00 406.8 173.4 460.8 188.2 507.2 229 555.6 247.3 598.0 266.5 662.0 276.9
21:00 426.5 157.9 475.3 172.3 520.5 211.9 580.4 232.6 608.6 251.9 679.8 257.6
22:00 446.6 144.5 496.4 162.4 545.9 194.2 610.7 215.8 617.2 237.5 643.7 242.8
23:00 483.8 129 535.2 145 599.3 174.9 658.5 193.4 664.6 209.8 652.6 221.0
0:00 499 111 550.8 126.6 626.9 156.9 668.1 165.9 696.1 186.0 683.3 199.8
Customer information
Customers
during
Dec 2011
Khaborah
Saham
Min on
22/01/11
North Batinah Dhahirah Buraimi MJEC
Sohar
Shinas
Liwa
Dom. 8,443 14,427 31,293 8,747 5,644 68,554 19,170 3,122 4,251 26,543 18,257 113,964
Ind. 19 2 175 1 5 202 13 0 0 13 29 244
Comm. 1,356 3,194 6,972 1,778 1,217 14,517 4,399 410 714 5,523 6,446 26,486
Agri. & Fish 230 379 690 171 123 1,593 341 66 86 493 227 2,313
Hotel 3 0 12 0 0 15 3 0 1 4 291 310
Gov. 525 667 1,546 533 289 3,560 1,625 299 377 2,301 1,312 7,173
Total 10,576 18,669 40,688 11,230 7,278 88,441 25,551 3,897 5,429 34,877 27,172 150,490
Total
Ibri
Dhank
Yanqel
Total
Total
Total

Revenues
MWh
No of
Customers
MWh /
Customers
(MWh)
Revenue/
Customer (RO.)
Domestic Commercial Government Industrial Agr.Fish. Tourism Total
2011 21,630,766 13,137,655 7,538,630 24,770,625 865,128 162,010 68,104,814
2010 19,660,348 9,940,929 6,705,871 14,964,775 722,439 162,258 51,711,173
2009 18,378,974 11,210,340 5,582,605 7,223,527 657,706 151,457 43,204,609
2008 16,427,512 9,219,703 5,999,592 4,816,385 615,711 168,046 37,246,948
2007 14,003,583 8,324,523 4,738,880 2,508,601 534,660 144,567 30,254,814
2006 12,983,801 5,438,671 4,739,148 1,979,688 476,130 106,949 25,724,387
2005 9,993,199 3,556,050 3,493,955 1,691,777 358,334 102,532 19,195,847
2011 1,899,777 729,693 408,808 1,668,745 81,716 10,131 4,798,870
2010 1,728,788 497,217 369,249 942,029 69,267 9,975 3,616,525
2009 1,633,461 563,365 295,109 445,282 58,430 9,219 3,004,866
2008 1,488,522 460,985 292,371 307,228 55,057 16,080 2,620,243
2007 1,281,987 416,226 240,461 156,478 48,125 8,564 2,151,841
2006 1,201,917 271,934 246,466 123,800 43,680 5,689 1,893,486
2005 920,281 177,803 180,791 92,489 32,279 5,402 1,409,045
2011 113,964 26,486 7,173 244 2,313 310 150,490
2010 108,005 24,034 6,830 155 2,005 276 141,305
2009 100,558 21,703 6,588 116 1,764 269 130,998
2008 95,389 20,812 6,445 97 1,563 266 124,572
2007 91,088 19,818 6,082 77 1,504 267 118,836
2006 87,388 19,139 5,918 74 1,426 23 113,968
2005 84,670 18,624 5,652 59 1,354 25 110,384
2011 17 28 57 6,839 35 33 32
2010 16 21 54 6078 35 36 26
2009 16 26 45 3,839 33 34 23
2008 16 22 45 3,167 35 60 21
2007 15 22 41 2,115 34 372 2,599
2006 14 14 42 1,673 31 247 17
2005 11 10 32 1,568 24 216 13
2011 190 496 1051 101519 374 523 453
2010 182 414 982 96547 360 588 366
2009 183 517 847 62,272 373 563 330
2008 172 443 931 49,653 394 632 299
2007 154 420 779 32,579 355 541 255
2006 149 284 801 26,753 334 4,650 226
2005 118 191 618 28,674 265 4,101 174
finanCial statements
FOR THE YEAR ENDED 31 DECEMBER 2011
46 47

Contents page
independent auditor’s report 49
Statement of comprehensive income 50
balance sheet 51
Statement of changes in equity 52
Statement of cash flows 53
Notes to the financial statements 54 - 81
48 49

50 51

StAtEMENt OF ChANGES iN EQUity
FOr thE yEAr ENDED 31 DECEMbEr 2011
share
capital
legal
reserve
General
reserve
retained
earnings
shareholder’s
funds
total
equity
note ro’000 ro’000 ro’000 ro’000 ro’000 ro’000
At 1 January 2010 500 167 250 6,359 71,348 78,624
Comprehensive income:
Profit for the year - - - 7,585 - 7,585
Transactions with owners:
Dividends paid 30 - - - (6,355) - (6,355)
At 31 December 2010 500 167 250 7,589 71,348 79,854
At 1 January 2011 500 167 250 7,589 71,348 79,854
Comprehensive income:
Profit for the year
transactions with owners:
- - - 8,102 - 8,102
Dividends paid 30 - - - (7,585) - (7,585)
At 31 December 2011 500 167 250 8,106 71,348 80,371
The notes on pages 54 to 81 form an integral part of these financial statements.
StAtEMENt OF CASh FlOwS
FOr thE yEAr ENDED 31 DECEMbEr 2011
Cash flows from operating activities
52 53
2011 2010
rO’000 RO’000
Profit before tax
Adjustments for:
8,620 8,057
Depreciation 7,135 6,969
Gain on sale of property plant and equipment - (1)
Provision for employee benefits 1,086 178
Finance cost on decommissioning liability 229 225
Deferred revenue amortised
Operating cash flows before employee benefits payments
and working capital changes
(86) (68)
16,984 15,360
Employee benefits payments
working capital changes due to:
(8) (57)
Inventories (1,001) (1,607)
Trade and other receivables (2,762) (325)
Trade and other payables 415 2,997
Other liabilities (3,010) 3,109
Net cash generated from operating activities 10,618 19,477
Cash flows from investing activities
Purchase of property, plant and equipment (19,112) (15,606)
Proceeds from sale of property, plant and equipment - 4
Deferred revenue 662 341
Net cash used in investing activities (18,450) (15,261)
Cash flows from financing activities
Amount received from Holding company 7,500 1,000
Bank overdraft (4,083) (3,853)
Short-term borrowings 12,000 4,995
Dividend paid (7,585) (6,355)
Net cash generated from/(used in) financing activities 7,832 (4,213)
Net change in cash and cash equivalents - 3
Cash and cash equivalents at beginning of the year 8 5
Cash and cash equivalents at end of the year 8 8
The notes on pages 54 to 81 form an integral part of these financial statements.

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011
1 legal status and principal activities
M ajan Electricity Company SAOC (the company) is a closed Omani joint stock company registered
under the Commercial Companies Law of Oman.
The establishment and operations of the company are governed by the provisions of the Law for
the Regulation and Privatisation of the Electricity and Related Water Sector (the Sector Law) promulgated
by Royal Decree 78/2004.
The company is primarily undertaking regulated distribution of electricity in the North Batinah Governorate,
Al Dhahirah Governorate and the Buraimi Governorate of the Sultanate of Oman under a
licence issued by the Authority for Electricity Regulation, Oman (AER).
The company commenced its operations on 1 May 2005 (the Transfer Date) following the implementation
of a decision of the Ministry of National Economy (the Transfer Scheme) issued pursuant
to Royal Decree 78/2004.
Majan Electricity Company SAOC is a 99.99% subsidiary of the Electricity Holding Company
SAOC (EHC or the Holding company), a company registered in the Sultanate of Oman and 0.01%
is held by the Ministry of Finance, of the Government of Sultanate of Oman.
2 Summary of significant accounting policies
The principal accounting policies applied in the preparation of these financial statements are set
out below. These policies have been consistently applied to all the years presented, unless otherwise
stated.
2.1 basis of preparation
(a) These financial statements are prepared on the historical cost basis and in accordance with
International Financial Reporting Standards (IFRS).
(b) The preparation of financial statements in conformity with IFRS requires the use of certain
critical accounting estimates. It also requires management to exercise its judgement in the
process of applying the company’s accounting policies. The areas involving a higher degree of
judgement or complexity or areas where assumptions and estimates are significant to the financial
statements are disclosed in note 4.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.1 basis of preparation (continued)
(c) As at 31 December 2011, the company’s current liabilities exceeded its current assets by
RO 18.321 million (2010: RO 14.007 million). The holding company has confirmed that it will provide
the necessary financial support to enable the company to continue to operate as a going concern
for the foreseeable future and to discharge its liabilities to other parties, as they fall due. Accordingly,
these financial statements are prepared on a going concern basis.
(d) Standards and amendments effective in 2011 and relevant for the company’s operations:
For the year ended 31 December 2011, the company has adopted all of the
new and revised standards and interpretations issued by the International
Accounting Standards Board (IASB) and the IFRS Interpretations Committee (IF-
RIC) of the IASB that are relevant to its operations and effective for periods beginning on
1 January 2011.
The adoption of these standards and interpretations has not resulted in changes to the company’s
accounting policies and has not affected the amounts reported for the current year.
2.2 revenue
2.2.1 Customer revenue
Revenue represents the sale of electricity to the Government and private customers within the
company’s distribution network. Total revenue in excess/(deficit) of the maximum allowed by the
regulatory formula in accordance with the licencing requirements is deferred to the subsequent
year and is shown as other current liabilities/(other current assets).
2.2.2 Government subsidy
The Government of the Sultanate of Oman has funded the excess of economic costs over customer
and other revenue within the Electricity and Related Water Sector. This funding is included
in revenue as Government subsidy. The company recognises the subsidy when the right to receive
the subsidy is established.
2.2.3 Other revenue
Other revenue includes installation charges and meter connection and disconnection charges, and
is accounted for on an accrual basis.
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FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.3 Operating costs
Electricity purchases
The electricity purchases represent the purchase cost of electricity from Oman Power and Water
Procurement Company SAOC, a related party.
transmission connection charges
The transmission connection charges represent the charges payable to Oman Electricity Transmission
Company SAOC, a related party, for connections to the transmission system to cover the
capital cost of the connection assets and ancillary assets and the ongoing cost of maintaining the
connection assets.
transmission use of system charges
The transmission use of system charges represent the charges payable to Oman Electricity Transmission
Company SAOC, a related party, for the transmission of electricity generated by the generation
companies into the company’s distribution network.
2.4 Finance income and costs
Finance income and costs are accounted for on accrual basis.
All interest and other costs incurred in connection with borrowings are expensed as incurred, as
part of financing costs and are accounted for on an accrual basis, except that the interest costs
incurred on borrowings specifically undertaken to finance the construction of qualifying assets, are
capitalised along with the cost of the asset during the construction period.
2.5 Foreign currency translation
Transactions denominated in foreign currencies are initially recorded at the rates of exchange
prevailing on the date of the transaction. Monetary assets and liabilities denominated in such currencies
are translated at the rates prevailing on the reporting date. Gains and losses from foreign
currency transactions are dealt with, in the statement of comprehensive income.
2.6 property, plant and equipment
Property, plant and equipment are stated at cost less accumulated depreciation and any identified
impairment loss. The cost of property, plant and equipment is their purchase price together with
any incidental expenses necessary to bring assets to its usable condition.
Subsequent expenditure
Expenditure incurred to replace a component of an item of property, plant and equipment is capitalised
if it is probable that the future economic benefits embodied within the part will flow to the
company, and its cost can be measured reliably. All other maintenance expenditure is recognised
in the statement of comprehensive income as an expense as and when incurred.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.6 property, plant and equipment (continued)
Depreciation
Depreciation is recognised in the statement of comprehensive income on a straight-line basis over
the estimated useful lives of each part of an item of property, plant and equipment, since this most
closely reflects the expected pattern of consumption of the future economic benefits embodied in
the asset.
the principal estimated useful lives used for this purpose are:
assets years
Buildings on leasehold land 30
Electricity distribution works 20-40
Lines and cables 20-40
Substations assets 20-40
Other plant and machinery 20-60
Furniture, fixtures and vehicles 5-7
Plant spares 20
Decommissioning assets 50
Disposals
Gains and losses on disposals of property, plant and equipment are determined by reference to
their carrying amounts and are taken into account in determining operating profits.
work-in-progress
Work-in-progress is stated at cost. When the underlying asset is available for use in its intended
condition and location, work-in-progress is transferred to the appropriate property, plant and
equipment category and depreciated in accordance with depreciation policy of the company.
2.7 Financial instruments
Financial assets and financial liabilities are recognised in the company’s balance sheet when the
company becomes a party to the contractual provisions of the instrument.
Non-derivative financial instruments comprise trade and other receivables, cash and cash
56 57

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.7 Financial instruments (continued)
equivalents, bank overdrafts, loans, borrowings, and trade and other payables. Cash and cash
equivalents comprise cash balances only.
Non-derivative financial instruments are recognised initially at fair value plus, for instruments not
at fair value through profit or loss, any directly attributable transaction costs.
Subsequent to initial recognition, non-derivative financial instruments are measured at amortised
cost using the effective interest rate method, less any impairment losses.
2.8 impairment
Financial assets
Financial assets are assessed for indicators of impairment at each reporting date. Financial assets
are impaired where there is objective evidence that, as a result of one or more events that occurred
after the initial recognition of the financial asset, the estimated future cash flows of the investment
have been impacted.
For financial assets, objective evidence of impairment could include:
• significant financial difficulty of the counterparty;
• default or delinquency in payments; or
• it becomes probable that the borrower will enter bankruptcy or financial reorganisation.
For certain categories of financial assets, such as trade receivables that are assessed not to be
impaired individually are subsequently assessed for impairment on a collective basis.
Objective evidence of impairment for a portfolio of receivables could include the company’s past
experience of collecting payments, an increase in the number of delayed payments in the portfolio
past the credit period as well as observable changes in national or local economic conditions that
correlate with default on receivables.
The carrying amount of the financial asset is reduced by the impairment loss directly for all financial
assets with the exception of trade receivables, where the carrying amount is reduced through
the use of a provision account.
When a trade receivable is considered uncollectible, it is directly written off after appropriate approvals.
Subsequent recoveries of amounts previously written off are credited to the statement of
comprehensive income.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.8 impairment (continued)
Non-financial assets
The carrying amounts of the company’s non-financial assets other than inventories are reviewed
at each reporting date to determine whether there is any indication of impairment. If any such indications
exist then the asset’s recoverable amount is estimated.
An impairment loss is recognised if the carrying amount of an asset or cash generating unit exceeds
its value in use and its fair value less costs to sell. In assessing the value in use, the estimated
future cash flows are discounted to their present value using a pre-tax discount rate that
reflects current market assessments of the time value of money and the risks specified to the
asset. Impairment losses recognised in prior periods are assessed at each reporting date for any
indications that the loss has decreased or no longer exists. An impairment loss is reversed if there
has been a change in estimates used to determine the recoverable amount. An impairment loss is
reversed only to the extent that the asset’s carrying amount does not exceed the carrying amount
that would have been determined, net of depreciation or amortisation, if no impairment loss had
been recognised.
2.9 inventories
Inventories are stated at the lower of cost and net realisable value. Costs comprise purchase cost
and where applicable, direct labour costs and those overheads that have been incurred in bringing
the inventories to their present location and condition. Cost is calculated principally using the
weighted average cost method. Provision is made for slow moving and obsolete inventory items
where necessary, based on management’s assessment.
2.10 trade and other receivables
Trade and other receivables are stated at their fair value. Trade receivables are initially recognised
at fair value and subsequently are stated at amortised cost using the effective interest rate method
less impairment losses. A provision for impairment of trade receivables is established when there
is objective evidence that the company will not be able collect all amounts due according to the
original terms of receivables. Significant financial difficulties of the debtor, probability that the
debtor will enter bankruptcy or financial reorganisation, and default or delinquency in payments
are considered indicators that the trade receivable is impaired. The amount of the provision is the
difference between the asset’s carrying amount and the present value of estimated future cash
flows, discounted at the effective interest rate. The amount of the provision is recognised in the
statement of comprehensive income within ‘General and administrative expenses’.
2.11 Cash and cash equivalents
Cash and cash equivalents comprise cash on hand. Cash equivalents are short term, highly liquid
investments that are readily convertible to known amount of cash, which are subject to an insignificant
risk of changes in value and have maturity of three months or less at the date of acquisition.
58 59

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FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.12 Share capital
Ordinary shares are classified as equity. Incremental costs directly attributable to the issue of new
ordinary shares are shown in equity as a deduction, net of tax, from the proceeds.
2.13 trade and other payables
Trade payables are obligations to pay for goods or services that have been acquired in the ordinary
course of business from suppliers. Trade payables are classified as current liabilities if payment is
due within one year or less. If not, they are presented as non-current liabilities.
Trade payables are recognised initially at fair value and subsequently measured at amortised cost
using the effective interest rate method.
2.14 taxation
Income tax is calculated as per the fiscal regulations of the Sultanate of Oman. Income tax comprises
current tax and deferred tax.
Current tax is the expected tax payable on the taxable income for the year, using the tax rates
prevailing at the reporting date.
Deferred tax is provided using the liability method, providing for temporary differences between
the carrying amounts of assets and liabilities for financial reporting purposes and the amounts
used for income tax purposes. Deferred tax is calculated on the basis of the tax rates that are expected
to apply to the year when the asset is realised or the liability is settled based on tax rates
(and tax laws) that have been enacted or substantially enacted by the reporting date. The tax effects
on the temporary differences are disclosed under non-current liabilities as deferred tax.
A deferred tax asset is recognised only to the extent that it is probable that future taxable profits
will be available against which the unused tax losses and credits can be utilised. The carrying
amount of deferred tax assets is reviewed at reporting date and reduced to the extent that it is no
longer probable that the related tax benefit will be realised.
Deferred tax assets and liabilities are offset when there is a legally enforceable right to set off current
tax assets against current tax liabilities and when they relate to income taxes levied by the
same taxation authority and the company intends to settle its current tax assets and liabilities on
a net basis.
Current and deferred tax is recognised as an expense or benefit in the statement of comprehensive
income except when they relate to items credited or debited directly to equity, in which case
the tax is also recognised directly in equity.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.15 provisions
Provisions are recognised in the balance sheet when the company has a legal or constructive
obligation as a result of a past event and it is probable that it will result in an outflow of economic
benefit that can be reliably estimated.
The amount recognised as a provision is the best estimate of the consideration required to settle
the present obligation at reporting date, taking into account the risks and uncertainties surrounding
the obligation. Where a provision is measured using the cash flows estimated to settle the
present obligation, its carrying amount is the present value of those cash flows. Where some or
all of the economic benefits required to settle a provision are expected to be recovered from third
party, the receivable is recognised as an asset if it is virtually certain that reimbursement will be
received and the amount of the receivable can be measured reliably.
2.15.1 provision for decommissioning cost
A provision for decommissioning cost is recognised when there is a present obligation as a result
of activities undertaken pursuant to the usufruct agreements, it is probable that an outflow
of economic benefits will be required to settle the obligation, and the amount of provision can be
measured reliably. The estimated future obligations include the costs of removing the facilities and
restoring the affected areas.
The provision for future decommissioning cost is a best estimate of the present value of the expenditure
required to settle the decommissioning obligation at the reporting date based on the current
requirements as per the usufruct agreements. Future decommissioning cost is reviewed annually
and any changes in the estimate are reflected in the present value of the decommissioning provision
at each reporting date. The initial estimate of the decommissioning provision is capitalised
into the cost of the asset and depreciated over the usufruct terms. Changes in the estimate of the
provision for decommissioning is treated in the same manner, except that the unwinding of the
effect of the provision is recognised as a finance cost rather than being capitalised into the cost
of the related asset.
2.15.2 Provision for employee benefits
Provision for employee benefits is accrued having regard to the requirements of the Oman Labour
Law 2003 as amended or in accordance with the terms and conditions of the employment contract
with the employees, whichever is higher. Employee entitlements to annual leave are recognised
when they accrue to employees and an accrual is made for the estimated liability arising as a result
of services rendered by employees up to the balance sheet date. These accruals are included in
current liabilities, while that relating to end of service benefits is disclosed as a non-current liability.
End of service benefit for Omani employees are contributed in accordance with the terms of the
Social Securities Law 1991 and Civil Service Employees Pension Fund Law.
Gratuity for Omani employees who transferred from the Ministry of Housing, Electricity and Water
on 1 May 2005 (the Transfer Date) is calculated based on the terms expected to be agreed between
the Holding company and the Government. An accrual has been made and is classified as
a non-current liability in the statement of financial position.
60 61

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FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
2 Summary of significant accounting policies (continued)
2.16 Customer contributions
Effective from 1 July 2010, the company has adopted IFRIC 18, whereby customer contributions
towards the cost of property plant and equipment have been recognised in the statement of comprehensive
income in accordance with the provisions of IFRIC 18.
2.17 Government grants
Grants from the government are recognised at their fair value where there is a reasonable assurance
that the grant will be received and the company will comply with all attached conditions.
Government grants relating to costs are deferred and recognised in the statement of comprehensive
income over the period necessary to match them with the costs that they are intended to
compensate.
Government grants relating to construction of assets are included in deferred revenue within noncurrent
liabilities and are credited to statement of comprehensive income on a straight line basis
over the expected useful lives of related assets.
2.18 leases
Leases where the lessor retains substantially all the risks and rewards of ownership of the asset
are classified as operating leases. Operating lease payments are recognised as an expense in the
statement of comprehensive income on a straight line basis over the lease term.
2.19 Dividend distribution
Dividend distribution to the company’s shareholders is recognised as a liability in the financial
statements in the period in which the dividends are approved by the company’s shareholders.
3 financial risk management
The company’s activities expose it to a variety of financial risks: market risk (including price risk,
foreign currency risk and interest rate risk), liquidity risk and credit risk. However, the company’s
overall risk management programme focuses on the unpredictability of financial markets and
seeks to minimise potential adverse effects on the company’s financial performance.
Credit risk management is carried out by the company and liquidity risk and market risk by the
Holding company’s treasury department under policies approved by the Board of Directors. The
Board provides written principles for overall risk management, as well as written policies covering
specific areas, such as foreign exchange risk, interest rate risk, use of derivative financial instruments
and non derivative financial instruments, and investment of excess liquidity.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
3 financial risk management (continued)
3.1 Financial risk factors
(a) Market risk
price risk
The permitted tariff (prices) for distribution of electricity is determined either by long term agreements
with the customer or under the Permitted Tariff Regulations issued by the Authority for
Electricity Regulation, Oman (AER). Hence, the company is not subject to significant price risk.
Foreign currency risk
Foreign exchange risk arises when future commercial transactions or recognised assets or liabilities
are denominated in a currency that is not the entity’s functional currency. The company
is exposed to foreign exchange risk arising from currency exposures primarily with respect to the
US Dollar. The Rial Omani is pegged to the US Dollar. Since most of the foreign currency transactions
are in US Dollars or other currencies linked to the US Dollar, management believes that the
exchange rate fluctuations would have an insignificant impact on the pre-tax profit.
interest rate risk
The company’s interest rate risk arises from short term borrowings and overdraft facilities. Shortterm
borrowings have been obtained at a fixed interest rate of 1%. The company analyses its interest
rate exposure on a regular basis and reassesses the source of borrowings and renegotiates
interest rates at terms favourable to the company.
The interest rates on overdraft facilities are subject to change upon re-negotiation of the facilities which
takes place on an annual basis.
At the balance sheet date the interest rate risk profile of the company’s interest bearing financial
instruments was:
62 63
2011 2010
rO’000 RO’000
Bank overdraft 646 4,729
Short-term borrowings 22,000 10,000
22,646 14,729
The interest rate on the company’s bank overdraft is subject to change as and when renewed.
A 1% increase in interest rates at the reporting date would have reduced profit, on an annual
basis, by the amounts shown below.
2011 2010
rO’000 RO’000
Interest expense on bank overdraft 163 22
A 1% decrease in interest rates would have had the equal but opposite effect to the amounts
shown above, on the basis that all other variables remain constant.

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
3 financial risk management (continued)
3.1 Financial risk factors (continued)
(b) liquidity risk
Prudent liquidity risk management implies maintaining sufficient cash and the availability of funding
from an adequate amount of committed credit facilities. Management maintains flexibility
in funding by maintaining availability under committed credit lines. Management monitors the
company’s liquidity by forecasting the expected cash flows.
The table below analyses the company’s financial liabilities that will be settled on a net basis
into relevant maturity grouping based on the remaining period at the balance sheet date to the
contractual maturities date. The amounts disclosed in the table are the contractual undiscounted
cash flows. Balances due within twelve months equal their carrying balances, as the impact of
discounting is not significant.
The following are the contractual undiscounted cash flows associated with financial liabilities:
31 December 2011
Non-interest bearing
Trade and other
payables
Amount due to related
parties
Carrying
amount
less
than 1
month
1 month
to 3
months
3 months
to 1 year
1 year to
5 years
More
than 5
years
rO’000 rO’000 rO’000 rO’000 rO’000 rO’000
8,507 - 8,507 - - -
7,627 - 7,627 - - -
Amounts due to holding
company 21,025 - - - 21,025 -
interest bearing
Bank overdrafts 646 - 646 - - -
Short-term borrowings 22,000 - - 22,000 - -
59,805 - 16,780 22,000 21,025 -
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
3 financial risk management (continued)
3.1 Financial risk factors (continued)
31 December 2010
Non-interest bearing
Trade and other
payables
Amount due to related
parties
Carrying
amount
64 65
Less
than 1
month
1 month
to 3
months
3 months
to 1 year
1 year to
5 years
More than
5 years
RO’000 RO’000 RO’000 RO’000 RO’000 RO’000
6,117 - 6,117 - - -
6,961 - 6,961 - - -
Amounts due to Holding
Company 13,525 - - - 13,525 -
Interest bearing
Bank overdrafts 4,729 - 4,729 - - -
Short-term borrowings 10,000 - - 10,000 - -
41,332 - 17,807 10,000 13,525 -
(c) Credit risk
Credit risk is the risk of financial loss to the company if a customer or counterparty to a financial
instrument fails to meet its contractual obligations. The credit risk of the company is primarily attributable
to trade and other receivables.
trade and other receivables
The company’s exposure to credit risk on trade and other receivables is influenced mainly by
the individual characteristics of each customer. The company has established credit policies and
procedures that are considered appropriate and commensurate with the nature and size of receivables.
Trade receivables primarily represent amounts due from Government and private customers.
The company has a significant concentration of credit risk as below:
The exposure to credit risk for trade receivables at the balance sheet date by type of customer
is:
2011 2010
rO’000 RO’000
Government customers 3,216 2,655
Private customers 11,394 10,300
14,610 12,955

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
3 financial risk management (continued)
3.1 Financial risk factors (continued)
(c) Credit risk (continued)
The age of trade receivables and related impairment loss at the reporting date is:
31 December 2011 31 December 2010
Gross impaired
past due
but not
impaired
Gross Impaired
Past due
but not
impaired
rO’000 rO’000 rO’000 RO’000 RO’000 RO’000
Not past due 4,333 - - 4,161 - -
Past due - up to 180
days
Past due - 181 to
365 days
8,891 - 8,891 5,976 - 5,976
413 (115) 298 680 - 680
Above one year 973 (600) 373 2,138 (1,437) 701
Total 14,610 (715) 9,562 12,955 (1,437) 7,357
The company’s bank accounts are placed with reputed financial institutions with a minimum credit
rating of P-1 as per Moody’s Investors Service ratings.
The carrying amount of financial assets represents the maximum credit exposure. The exposure to
credit risk at the balance sheet date is on account of:
2011 2010
rO’000 RO’000
Trade receivables 14,610 12,955
Other receivables 1,650 1,357
Cash and cash equivalents 8 8
total 16,268 14,320
3.2 Capital risk management
The company’s objectives when managing capital are to safeguard the company’s ability to continue
as a going concern and to provide an adequate return to shareholders. The Board’s policy is
to maintain a strong capital base so as to maintain creditor and market confidence and to sustain
future development of the business. The capital structure of the company comprises share capital,
reserves, retained earnings and shareholders’ funds. The company is not subject to external
imposed capital requirements.
The company sets the amount of capital in proportion to risk. The company manages the capital
structure and makes adjustments to it in the light of changes in economic conditions and the risk
characteristics of the underlying assets.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
3 financial risk management (continued)
3.3 Fair value estimation
The carrying amounts of financial assets and liabilities with a maturity of less than one year are assumed
to approximate to their fair values. The loan from Holding company does not carry interest
and is repayable on demand; hence its fair value cannot be determined.
4 Critical accounting estimates
The preparation of financial statements in conformity with IFRS requires the use of certain critical
accounting estimates. It also requires management to exercise its judgment in the process of applying
the company’s accounting policies. The company makes estimates and assumptions concerning
the future. The resulting accounting estimates will, by definition, seldom equal the related
actual results.
Estimates and judgments are continually evaluated and are based on historical experience and
other factors, including expectations of future events that are believed to be reasonable under the
circumstances. The areas requiring a higher degree of judgment or complexity, or areas where assumptions
and estimates are significant to the financial statements are set out below:
(a) Depreciation
Depreciation is charged so as to write off the cost of the assets over their estimated useful lives.
The calculation of useful lives is based on management’s assessment of various factors such as
the operating cycles, the maintenance programs, and normal wear and tear using its best estimates.
(b) Allowance for doubtful debts
Allowance for doubtful debts is based on management’s best estimates of recoverability of the
amounts due along with the number of days for which such debts are due.
(c) provision for decommissioning cost
Upon expiry of their respective Usufruct agreements, the company will have an obligation to remove
the facilities and restore the affected area. The estimated cost, discount rate and risk rate
used in the provision of decommissioning cost calculation is based on management’s best estimates.
66 67

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
5 revenue
2011 2010
rO’000 RO’000
Electricity sales to private customers 60,565 45,006
Electricity sales to Government customers 7,539 6,706
Government subsidy received 32,579 35,259
Other revenue 1,081 1,323
Adjustment of electricity sales to Sohar Power Company
SAOG
101,764 88,294
(1,395) -
Previous year revenue in excess of/(less than) maximum
allowed as per the price control formula, brought forward
3,109 (569)
Revenue in excess of the maximum allowed as per the
price control formula deferred to next year
6 operating costs
(99) (3,109)
103,379 84,616
2011 2010
rO’000 RO’000
Electricity purchases 61,414 47,649
Transmission use of system charges 11,323 9,605
Depreciation 6,710 6,560
Maintenance and repairs expenses 2,166 1,804
Transmission connection charges 1,817 1,238
Spares and consumable expenses 741 654
Other direct costs 101 379
84,272 67,889
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
7 General and administrative expenses
68 69
2011 2010
rO’000 RO’000
Staff costs (note 8) 6,776 4,197
Service expenses 2,200 2,041
Commission 1,336 1,418
Depreciation 425 409
Directors remuneration and sitting fees 59 53
Other expenses 562 502
11,358 8,620
Commission represents the billing commission paid to Oman National Engineering and Investment
Company SAOG (ONEIC) for undertaking customer meter reading, billing and collection services.
8 staff costs
2011 2010
rO’000 RO’000
Wages and salaries 2,771 1,846
Other allowances and benefits 3,033 2,334
End of service benefits 972 17
9 other income
6,776 4,197
2011 2010
rO’000 RO’000
Reversal of allowance for doubtful debts 722 -
Penalties and fines 79 98
Sale of forms and tenders 65 24
Sale of scrap 6 7
Gain on sale of property, plant and equipment - 1
Other income 395 219
1,267 349
Other income includes amortisation of deferred revenue amounting to RO 86,294 (2010: RO
68,000) during the year.

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
10 finance income
2011 2010
rO’000 RO’000
Interest from bank 29 37
Interest is earned from current account balances held with bank during the year with interest rates
ranging from 0.5% to 0.75% (2010: 0.5% to 2.05%).
11 finance costs
2011 2010
rO’000 RO’000
Unwinding of discount rate on decommissioning provision
(note 22) 229 225
Interest on short-term borrowings 187 152
Interest on bank overdraft 8 39
Bank charges 1 20
12 taxation
425 436
(a) Income tax is provided as per the provisions of the “Law of Income Tax on Companies” in
Oman after adjusting for items which are non-assessable or disallowed. The tax rate applicable to
the company is 12%. The deferred tax on all temporary differences have been calculated and dealt
with in the statement of comprehensive income.
2011 2010
rO’000 RO’000
Deferred tax 518 472
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
12 taxation (continued)
(b) The company is liable to income tax in accordance with the income tax law of the Sultanate
of Oman at the enacted tax rate of 12% on taxable income in excess of RO 30,000. The following
is a reconciliation of income taxes calculated on accounting profits at the applicable tax rate with
the income tax expense for the year:
70 71
2011 2010
rO’000 RO’000
Accounting profit before tax 8,620 8,057
Tax on accounting profit before tax at 12%
Add/(less) tax effect of:
Tax on brought forward tax losses on which no deferred tax
1,031 963
was released
(518) (463)
Change in unrecognised temporary differences 5 (28)
Tax charge for the year 518 472
(c) Tax assessments for the years 2006 to 2011 have not yet been assessed by Oman taxation
authorities.
(d) The company has carried forward tax losses of RO 3.344 million as at 31 December 2011
(2010: RO 7.662 million).
13 property, plant and equipment
(a) The movement in property, plant and equipment is set out on pages 80 and 81.
(b) The company’s property, plant and equipment are constructed on lands leased from the Ministry
of Housing, Government of Sultanate of Oman under Usufruct agreements.
14 inventories
2011 2010
rO’000 RO’000
Spares and consumables 4,802 3,801
Provision for inventory obsolescence (168) (168)
4,634 3,633

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
15 trade and other receivables
2011 2010
rO’000 RO’000
Amounts due from private customers 11,394 10,300
Amounts due from Government customers 3,216 2,655
Allowance for doubtful debts (715) (1,437)
Net trade receivables 13,895 11,518
Prepayments 564 472
Income tax advance 100 100
Amount due from related parties 40
Other receivables 1,610 1,314
(a) Movement in allowance for doubtful debts
43
16,209 13,447
2011 2010
rO’000 RO’000
At beginning of the year 1,437 1,437
Reversed during the year (722) -
At end of the year 715 1,437
(b) the other receivables included within trade and other receivables do not contain impaired
assets.
16 Cash and cash equivalents
Cash in hand 8
2011 2010
rO’000 RO ’000
8
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
17 share capital
The company’s authorised, issued and paid-up capital consists of 500,000 shares of RO 1 each.
The details of the shareholders are as follows:
Electricity Holding Company
SAOC
72 73
percentage of Number of 2011 2010
Shareholding Shares
issued
rO RO
99.99% 499,950 499,950 499,950
Ministry of Finance 0.01% 50 50 50
18 legal reserve
500,000 500,000 500,000
In accordance with the Commercial Companies Law of 1974, as amended this reserve is equal to
one third of the company’s share capital and is not available for distribution to shareholders.
19 General reserve
In accordance with the company’s policy, an amount not exceeding 20% of the profit after transfer
to legal reserve should be transferred to a general reserve until the balance of the general reserve
reaches one half of the share capital.
20 shareholder’s funds
Following the implementation of a decision of the Sector Law and in accordance with the transfer
scheme, the Electricity Holding Company SAOC (holding company) received certain assets and
liabilities from the Ministry of Housing, Electricity and Water (MHEW) on the transfer date (1 May
2005).
Subsequently, part of the assets and liabilities were transferred to the company. The value of the
net assets transferred is represented in the books as shareholder’s funds. There is no contractual
obligation to repay this amount and there are no fixed repayment terms.
21 amounts due to holding company
Amounts due to Holding company, represent interest free loans provided to the company for capital
expenditure projects. The loans do not have a fixed repayment terms and are unsecured.

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
22 provisions
2011 2010
rO’000 RO’000
Non-current
Provision for employee benefits - Gratuity 1,007 43
Provision for decommissioning cost 7,287 7,140
Current
8,294 7,183
Provision for employee benefits - Leave encashment 293 179
Movement in provision for employee benefits - Gratuity
2011 2010
rO’000 RO’000
At beginning of the year 43 34
Charge for the year 972 17
Payments made during the year (8) (8)
At end of the year 1,007 43
Movement in provision for decommissioning costs
2011 2010
rO’000 RO’000
At beginning of the year 7,140 4,981
Addition during the year 1,209 -
Adjustment of fair value due to change in inflation rate (1,291) -
Adjustment of fair value due to change in discount rate - 1,934
Unwinding of discount rate on decommissioning provision (note 11) 229 225
At end of the year 7,287 7,140
Decommissioning costs represents the present value of management’s best estimate of the future
sacrifice of the economic benefits that will be required to remove the facilities and restore the affected
area at the company’s rented sites. The estimate has been made on the basis of quotes
obtained from contractors.
Movement in provision for employee benefits - Leave encashment
2011 2010
RO’000 RO’000
At beginning of the year 179 67
Charge for the year 114 161
Payments made during the year - (49)
At end of the year 293 179
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
23 deferred tax liability
Deferred income taxes are calculated on all temporary differences under the balance sheet liability
method using a principal tax rate of 12%. The net deferred tax liability in the balance sheet and
the net deferred tax charge in the statement of comprehensive income are attributable to the following
items:
At 1 January 2011
74 75
Assets
Charge/
(credit) for
the year
At 31 December
2011
rO’000 rO’000 rO’000
Allowance for doubtful debts (172) 86 (86)
Provision for inventory obsolescence (20) - (20)
Provision for employee benefits –
Gratuity for transferred employees
- (113) (113)
Decommissioning assets (232) (41) (273)
(424) (68) (492)
liability
Accelerated tax depreciation 5,286 586 5,872
Net deferred tax liability 4,862 518 5,380
At 1 January 2010
(Credit)/
charge for
the year
At 31 December
2010
RO’000 RO’000 RO’000
Assets
Allowance for doubtful debts (172) - (172)
Provision for inventory obsolescence - (20) (20)
Decommissioning assets (190) (42) (232)
Liability
(362) (62) (424)
Accelerated tax depreciation 4,752 534 5,286
Net deferred tax liability 4,390 472 4,862

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
24 deferred revenue
Deferred revenue represents Government project funding and customer contributions towards the
cost of property, plant and equipment. These contributions are deferred over the life of the relevant
property, plant and equipment. From 1 July 2010 customer contributions are recognised in accordance
with IFRIC 18 ‘Transfers of assets from customers’ and are not deferred.
25 trade and other payables
2011 2010
rO’000 RO’000
Amount due to related parties 7,627 6,961
Creditors for capital projects 5,822 3,181
Accruals and other payables 2,490 2,584
Suppliers and contractors payable 195 352
26 other liabilities
16,134 13,078
Other liabilities represent revenue in excess of maximum allowed as per price control formula deferred
to the subsequent year (note 5).
27 bank overdrafts
The company has overdraft facilities with Bank Muscat SAOG to finance the company’s working
capital requirements and to support its other operational requirements. Interest on such overdrafts
ranges from 0.75% to 1.00%. (2010: 1% to 2.55%). Bank overdrafts are repayable on demand.
28 short-term borrowings
2011 2010
rO’000 RO’000
Short-term borrowings 22,000 10,000
The carrying amount of the company’s short-term borrowings are denominated in Rial Omani.
The loan facility agreement has been entered into with Bank Muscat SAOG on 25 June 2011 for
a period ending 30 June 2012. The term loan is repayable as a bullet payment on 30 June 2012
(expiry date). The credit facility bears interest at a fixed rate of 1% per annum. The company is not
required to pay any arrangement or commitment fees. Borrowings are secured against a letter of
comfort given by the Holding company.
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
29 related parties
Related parties comprise the shareholders, directors, key management personnel and business
entities in which they have the ability to control or exercise significant influence in financial and
operating decisions (other related parties). For the purpose of IAS 24, the Government of the Sultanate
of Oman is not considered as a related party.
The company maintains balances with the related parties which arise in the normal course of business.
Outstanding balances at year end are unsecured and settlement occurs in cash.
Following is the summary of significant transactions with related parties during the year:
(i) transactions with related parties
Expenses
Electricity purchase from Oman Power and Water Procurement
Company SAOC
Transmission connection charges to Oman Electricity Transmission
Company SAOC
Transmission use of system charges to Oman Electricity Transmission
Company SAOC
76 77
2011 2010
rO’000 RO’000
61,414 47,649
1,817 1,238
11,323 9,605
Accounting service charge to Electricity Holding Company
SAOC 210 250
74,764 58,742
(ii) Key management personnel compensation
Key management personnel are those persons who have authority and responsibility for planning,
directing and controlling the activities of the company, directly or indirectly, including any director
(whether executive or otherwise). The compensation for key management personnel during the
year is as follows:
2011 2010
rO’000 RO’000
Salaries and other short term benefits 322 294
End of service benefits 25 13
347 307

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
29 related parties (continued)
(iii) payables as at year end:
2011 2010
rO’000 RO’000
Holding company
- Administrative expenses 202 223
Oman Electricity Transmission Company SAOC
- Transmission connection charges 764 498
- Transmission use of system charges 2,079 1,488
- Training expenses 1 -
- Sharing capital projects 6 21
Oman Power and Water Procurement Company SAOC
2,850 2,007
- Electricity purchases 4,267 4,424
Muscat Electricity Distribution Company SAOC
- Inventory 128 128
- Distribution code review panel - Salary 3 3
Mazoon Electricity Company SAOC
131 131
- Inventory/assets transfer 173 173
- Training expenses 4 -
- Distribution code review panel -Salary - 3
177 176
7,627 6,961
(iv) Receivables as at year end:
2011 2010
rO’000 RO’000
Holding company
- Training refund 2 -
Inventory/assets transfer
- Muscat Electricity Distribution Company SAOC - 5
- Mazoon Electricity Company SAOC 38 38
40 43
(v) Loan from Holding company 21,025 13,525
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
30 proposed dividend
The Board of Directors of the company at their meeting held on 14 February 2012 have proposed
a cash dividend of RO 2 per share aggregating RO 1 million in the company’s existing share capital
(for the year ended 31 December 2010, of RO 15.17 per share aggregating RO 7.585 million
was proposed and paid as dividend). This dividend is subject to the approval of the company’s
shareholders in the Annual General Meeting.
31 Commitments
Operating lease commitments
78 79
2011 2010
rO’000 RO’000
Not more than 1 year 149 150
More than 1 year but not more than 5 years - -
149 150
Capital commitments 5,247 3,048

NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
movement of property, plant and equipment (note 13)
total
plant spares De-commissioning
assets
Furniture,
fixtures and
vehicles
Other plant
and machinery
Substation
assets
lines and
cables
Electricity
distribution
works
buildings
on leasehold
land
work-inprogress
rO’000 rO’000 rO’000 rO’000 rO’000 rO’000 rO’000 rO’000 rO’000 rO’000
Cost
1 January 2011 6,712 3,071 71,211 28,813 22,773 10,851 1,857 1,141 5,833 152,262
Additions 10,373 176 7,180 2,217 465 144 484 714 1,209 22,962
Transfers (2,980) 142 375 1,326 1,866 476 - (1,205) - -
(1,291)
Disposals/
adjustments - - - - - - - - (1,291)
31 December 2011 14,105 3,389 78,766 32,356 25,104 11,471 2,341 650 5,751 173,933
Depreciation
1 January 2011 - 454 19,583 2,624 4,921 1,389 857 35 621 30,484
Charge for the year - 108 4,286 738 1,000 462 353 72 116 7,135
Transfers
- - 1 11 30 18 - (60) - -
31 December 2011 - 562 23,870 3,373 5,951 1,869 1,210 47 737 37,619
Net book value
31 December 2011 14,105 2,827 54,896 28,983 19,153 9,602 1,131 603 5,014 136,314
80 81
NOtES tO thE FiNANCiAl StAtEMENtS
FOr thE yEAr ENDED 31 DECEMbEr 2011 (continued)
movement of property, plant and equipment (note 13)
Total
Plant spares De-commissioning
assets
Furniture,
fixtures and
vehicles
Other
plant and
machinery
Substation
assets
Lines and
cables
Electricity
distribution
works
Buildings on
leasehold
land
Work-inprogress
RO’000 RO’000 RO’000 RO’000 RO’000 RO’000 RO’000 RO’000 RO’000 RO’000
Cost
1 January 2010 5,632 3,058 64,111 25,239 21,135 8,633 1,655 1,029 3,899 134,391
Additions 5,141 13 6,777 1,288 689 169 217 1,706 - 16,000
Transfers (4,061) - 323 2,286 949 2,049 - (1,546) - -
Disposals/adjustments
- - - - - - (15) (48) 1,934 1,871
31 December 2010 6,712 3,071 71,211 28,813 22,773 10,851 1,857 1,141 5,833 152,262
Depreciation
1 January 2010 - 335 15,288 1,952 3,944 934 559 12 503 23,527
Charge for the year - 119 4,295 672 977 379 310 99 118 6,969
Transfers - - - - - 76 - (76) - -
Disposals/adjust-
- - - - - - (12) - - (12)
ments
31 December 2010 - 454 19,583 2,624 4,921 1,389 857 35 621 30,484
Net book value
31 December 2010 6,712 2,617 51,628 26,189 17,852 9,462 1,000 1,106 5,212 121,778

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