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9esiden's fUlessage *


I 'Two years ago at arthestarofthedecadeof the o ganization, sso Intc-Aen. has
'80's. I mentioned that in many respects the decided to consolidate its opriationsat Lago
oil business situation was becoming more in Auba and those elswher in ,
complex, the fliture less certain, and the tasks Caribbean islands and in Cential Amit a
we lace more challenging, into one single orgaiu/alion (alled Esso
In the period since that message, we have Caribbean and Central Amei-a This
il seen some disturbing developments in the oil inlegiated organization is expected lo ha, ; a
business .orld-wide, and today, I am less betlet chance I, loni g il ess in its
S optimistic about the future than before. endeavors than the ii\ indal unit on tihen
SfDemand tor petroleum has been dropping, a own.
Sworld-wide recession started and is AI\agowemustdoourshareioholpthene\ S
Sl' continuing, and the business is faced with organization succed. O ne Ai of doing tl is
excess capacity, surplus supplies of oil, and is to make certain we a hice\ out main
rt declining profits. Consequently, in an effort objectives foi 1983 o1 pioc(tssing onio
I to adjust to the new situation, refineries have eflilicntlyn and at hiIher S\ c it\ all hil c 1 ud
if been shut down, operations have been that is made available to us. of betic dcini (I
I curtailed, and in many Exxon organizations our long term process conigiiation. and of
large numbers of people have lost their jobs. integrating sin oolll\ oui plans and
la At Lago we have fared better than most; operations into the net oi ganil/ationll.
refinery runs were at 85% of'capacity on the Ho ever, recent occu1 fences at the l efine i
Average in 1982 and financial results were raise concerns about our preparedness to U
satisfactory. Our safety performance has meet the future call enges. For install t. inl
improved considerably compared with the 1982, t lithsecond consecutive \eai we ha\
B past two years. Lago employees have worked had a total icrincir shutdown that lasted f o
over one and a half million manhours several cdas and curtailed iout pi(Roduioln
without a disabling injury. Also we have been faced wiith serious A.
limitations of high qualityt \\a(ei essential lor
S Construction on the Utilities Modernization the proper operation of our boilcis. (iC oil
Project has started, is on schedule and is loss reduction piogiranm continued to ha\
planned for completion and start-up in the high priority but although significant
latter part of 1983. About mid-year 1983 we improvements werle real/ ed overa ll result
expect over 100 construction workers to be ere disappointing. Furthermore, a h o new
engaged in the erection of the boilers and training and upgiading pliogam lol Lr o 1 5
associated facilities. Our housekeeping ellorts process operators has not been implemented.
are paying oilf as the refinery and the and we continue to operate without (lhei I
residential area are looking better all the necessary flexibility\ in oui workforce Foi us
time. to continue to be successful we must make
But because we have fared well does not improvements in all these areas. In 1983. \ie
mean that we are immune to or isolated from are counting on the traditional high ll of
the problems in the oil business. If the world- cooperation from all our emplo\es to help
wide recession continues and oil demand maintain the good business results we hae1
keeps dimishing, we may well be faced with had in the past lew \cais.
difficult situations here at Lago. To continue On be half of Lago management I want to
to enjoy the prosperity and the jobs we have. extend our appieciation for a job well cdone
we must be prepared and able to meet the and wish each and e\erconc of \on a happy\
challenges and the opportunities that keep and joyful season and a period of personal
coming our wa\. This is true not on0 for growth and happiness in the \eaIs ahead.
Lago but also for Exxon as a whole.
Therefore, to meet such challenges and 19
business opportunities, out regional l*


O^b^lir k. -S~iye
















ctQ 6P s heu df i


H di ascu wes tden t


Dos ania pasa. na comien/o di e decade '80. di consolida su opcracion na Lago, Aruba. y'
& mt aa menciona (11i den hiopi senlido e csnan riba otro islanan Caribense v dicd
sitluaiol di negoshi di petrolco tal)ata America Central den un solo organization cu
birando mas complica, c Itiro menos sign. vama Esso Caribbean and Central America.
\ c t iaboml t i a nos ta enfrenta mas desafiante. Ta ser spera e n e organization integra aki lo
fDtt anie e pei iodo desde e mcnsahe ey. nos a tin tn mihor oportinidad pa coseehA exito a
\'ak algun desarovo ttimultuoso den negoshli largo plazo den su eslierzonan, cu e
di petroleo mundialmente. \ awe, mi (a unidadnan individual riba nan mes. 9
Smenos optimist c-i anties tocante e filturo. E Na Lago nos master contribui cu nos parti pa
demand di petioleo a balia. tin reccsion yuda e organization nobo ser exitoso. Un
mr undial a rnmin/i i ta continuando, y e manera di haci esaki ta di sigura pa nos logra
indisti a t ninlita ti tin exceso di nos obhetivonan principal pa 1983, di
Sapal idad. tin cantidad restante di petrolco, procesA tur e crudo cu ta wordo poni na nos
\. g anashinan educi Consecuentemente, disposicion mas eficientemente y cu tun
S den tn cshliicr/o pa ahusti na e situation severidad mas halto, di duna un mihor
nobo, r lincrianan a wordo sera, definicion na nos configuration di process di
Sopnl) aCiio nnan a ser reduci y den hopi largo plazo. y di integra nos plan y d
i organii/acionnan di Exxon cantidadnan operacionnan suavemente den e
(gk HIandi di hendc a perde nan traboew. organization nobo.
Na Lago. nos tabatin hopi mas exito cu hopi Sinembargo, occurencianan reciente na
S oiona;an: ,liettia talata opera riba un relineria a causa preocupacion tocante nos
aerahe di 85,O, di capacidad den 1982 y preparation pa haci frente na desallonan di
ts icultadonan linancicro talata satisfactorio. future. Por ehempel, na 1982, pa e segundo
S Comipair Ci c dos afianan anterior, nos afia consecutive, nos tabatin un paro total di
C/ impl'rmentlacion di sCguridad a mehorA refineria cu a dura basta dia y a limit nos
c_ onsidciabllemcnwI. Empleadonan di Lago a production. Tambe nos a ser enfrenta cu
i),i tahlia mia cu un miokn v mei ora obreril sin limitacionnan serio di bon calidad di awa cu
iun atcidctntc incaplacitante. Construccion di ta esencial pa e operation adecui di nos
c L'tilitis Modernization Projcct a cuminzi, boiler-nan. Nos program di leduccion den
ta sigi nianera progi amai tin plane pa e perdida di petroleo a sigi tin hopi
S tcrmina cnminza opera durante ultimo importancia, pero maskc cu mehoracionnan
part di aria 1983 Mas o nmenos na milar di signilicante a ser realize, resultadonan total
1983. nos ta spera cu mas di 100 empleado di tabata decepcionante. Ademas, tun
onstlruclcion lo ta cn\olvi den e creccion di e entrenamento nobo v un program di
b loiler-nan \ fe acilidadnan asocii cu esey. mehoracion pa nos process operator-nan no a
No cesitcerzonan di cuido domestic ta xw\ordo wordo implement \ nos ta sigi opera sin e
recompense cu tn relineria v comunidad cu flexibilidad necesario di nos forza obreril. Pa
ta nmusta mihor cada biaha. nos sigi scr exitoso nos master haci
Pelo no pasobra cu nos tabatin exito kier mehoracion den tur e areananaki. Den 1983.
mccn cu nos ta proteha of isola di nos a conta riba e nivel halto di cooperation
prol.lemanan den industria petrolera. Si e cu tradicionalmente nos a hava di tur nos
1 recession mundial continue v e demand pa empleadonan pa vuda mantene e bon
petroleo sigi dismini. nos por bien wordo resultadonan den negoshi cu nos tabatin den
enlrentei cu situacionnan dificil aki na Lago. e ultimo afianan.
Pa nos sigi goza di e prospcridad v empleo cu Na number di gerencia di Lago, mi kier
nos tin, nos master ta prepare y capaz pa extended nos aprecio pa tin trabow bon hai.y
trata cu e desafio y oportunidadnan cu ta deseA cada tun di boso un temporada feliz yr
l keda bin den nos caminda. Esaki no ta conta yen di gozo y tn period di crecimento
pa Lago s6, pero pa center Exxon tambe. personal y felicidad den e afianan cu ta bin.
Pesey me.s pa trata cu tal desalio v
oporutnidadnan pa negoshi, Esso Inter
America. nos organization regional, a dicidi



# # ,,,a







Christmas '82/New Year's '83


Promotion





Oswin Koeiman
Refining Engineer
Technical


New face...





Anna Maria Holman
Controller's


Technology transfer important for


optimal refinery operations


Having the latest technology in use and up-to-date
technical information readily available is essential to
maintaining a company's operational viability.
Combined with effective management, employee
commitment and efficient operation, the right
technology makes for an organization which is
competitive.
Over the years Lago has had a close relationship with
Exxon Research and Engineering (ER&E), an Exxon
organization located in Florham Park, New Jersey,
which provides technological support to all Exxon
affiliates. ER&E has a staff of technical experts and
engineers who develop capital projects, provide
technical consulting assistance and conduct research and
development programs in a wide range of technical
specialty and process fields pertinent to refining.
All Exxon affiliates pay funds to finance the R&D and
Lago has always tried to learn about and apply new
technology as it becomes available. "However, we have
been looking for ways to take maximum advantage of the
R&D program", says Bob Levy, Manager of Lago's
Technical Department.
"Now", he added, "we are taking additional steps to
make sure we keep abreast of technology to improve and
optimize our operations". This is being accomplished
through a new technical liaison program with ER&E
which was established during the middle of 1982. By end
of the year, about eight visits by ER&E experts from
different technology fields will have been made to Lago
under this program. Each visit normally lasts from 2 to 4
days.
In August for example, a visit was set up to discuss a
variety of materials and corrosion problems. For
instance, Lago was concerned about the effect of the
highly corrosive Mexican crude oil it has been running.
As a result of discussions during the ER&E visit,
improved techniques for predicting corrosion rates were
implemented. Along with the Technical Department,
ER&E will also be searching for new techniques to
measure corrosion rates. "In the corrosion area, we
found out about new methods available", said Jerry
Bailey, Division Superintendent of the Operations
Support Division of the Technical Department. "We not
only hear about new technology, but also we learn how
other affiliates are handling similar problems or what
they achieved in certain areas. It is a good opportunity
for Lago engineers to learn about new technology and to
exchange ideas with these visitors. I think it is a
worthwhile program".


As another example, a liaison visit on visbrcaking
presented an opportunity to review the current Iago
program for increased severity. At that time, discussions
were held on the fouling problems in the visbreaking
fractionation area. These discussions will assist in liurther
operations planning and provide ideas for possible
equipment modifications.
As these liaison visits are short, ER& E often has to follow
up with studies and further recommendations. During
an ER&E visit on the topic of mechanical engineering,
for instance, a problem with excessive line movements
that damage the piping and can cause oil spills vas
discussed. To address that problem, ER&E together
with the Technical Department will follow up by
conducting a surge and piping response analysis of one
selected oil movements pipeline before a solution is
recommended.

"We will basically be working with ER& E ver\ closely
in all areas", said Jopi Croeze, Section Head of the
Mechanical Engineering Section of the Project
Engineering Division of the Technical Department.
During the civil engineering liaison visit, for example, it
was decided that Lago and ER& E should work together
to come up with a method for inspecting stack
deterioration while on stream. "We have had many
fruitful discussions", Jopi said. "These visits are
beneficial for us because we can make them aware of our
problems and have a better input to the R&D program.
They are also beneficial for the visitors because through
these visits they find out about refinery problems first
hand and become better equipped to conduct valuable
research for use in our refinery and other Exxon
refineries".
These liaison visits are not the only methods used to gain
knowledge on technology, as Lago also sends local
employees to ER&E to attend meetings, seminars, to
follow training courses or to work on special projects.
In addition to ER&E, Lago uses other vehicles to stay
up-to-date with new technology, such as participation in
some subcommittees of Exxon U.S.A.'s Refining
Technical Committee. According to Mr. Levy, these
subcommittees have been a good example ofcooperation
between Exxon organizations to understand and apply
technology for mutual benefit.
"What is important", said Mr. Levy, "is the process of
technology transfer. Incorporating the right technology
into the refinery has a substantial impact on
profitability".


r


ARUBA ESSO NEWS










Transferencia di tecnologia ta important

pa mihor operation di refineria


Pa un compania mantene desaroyo di su operation e
master uza lo ultimo den tecnologia y e mester tin
information disponibel di e ultimo descubrimentonan
tecnico.
Ora cu tecnologia adecuado ta conbinA cu un maneho
electivo, dedicacion di empleado y un operation
eficiente. e ta resultA den tin organization cu por competi
den e mercado di negoshi.
Den pasado Lago tabatin un relacion hopi serz cu Exxon
Research and Engineering (ER&E), un organization di
Exxon situa na Florham Park, New Jersey, cual ta
provce tur afiliado di Exxon cu ayudo technico. ER&E
tin tn personal di ingenieronan y expertonan tecnico
kendenan ta desaroya proyectonan di capital grand,
prove ayudo den consult tecnico y conduct
piogramanan di studio y desaroyo den ramo tecnico y
di process cualnan ta necesario pa refinamento.
Tur aliliado di Exxon ta paga fondo pa financial R&D y
Lago semper a purba di sifia for di dje y tambe aplicA
technologia nobo ora cue bira disponibel. "Sinembargo,
nos tabata investigA con pa probechA mas di e program
R&D", Bob Levy, Manager di Technical Department
di Lago, a hisa. "Awor," ela agrega, "nos ta bai dal
pasonan adicional pa nos tin sigur cu nos lo keda al tanto
di tecnologia pa mehora y haci nos operacionnan lo
mihor possible Esaki ta wordo logra cu e program di
enlace tecnico cu ER&E, cual a wordo establecidurante
milar di 1982. Pa fin di anja, mas o menos ocho bishita di
expertonan den diferente ramo tecnico di ER&E lo a
1wordo ricibi pa Lago bao di e program aki.
Normalmente kada bishita ta dura entire 2 pa 4 dia.
Na Augustus, por ehempel, un bishita a wordo estableci
pa dis uti un variedad di problemanan di material y
lrutstu. Lago tabata preocupa cu e efecto di e
procesamento di petroleo Mexicano cu ta causa hopi
frustiamento. Como resultado di e discusionnan durante
e bishita di ER&E. a wordo poni na practice mihor
tecnica pa predeci e cantidad di frustu. ER&E hunto cu
Technical Department tambe lo rondia tecnicanan nobo
pa midi e cantidad di frustu. "Riba tereno di
frustiamento, nos a haya sa di metodonan nobo cu ta
disponibel," Jerry Bailey, Division Superintendent di
Operations Support Division di Technical Department,
a bisa. "No solamente nos ta haya sa di tecnologia, pero
nos ta haya sa tambe con e otro afiliadonan ta trata cu
problemanan similar of kiko nan a logra den cierto
areanan. Ta un bon oportunidad pa ingenieronan di
Lago sifia di tecnologia nobo y pa intercambia ideanan
cu e bishitantenan. Ami ta kere cu e ta un program
beneficioso."
Como un otro ehempel, un bishita di enlace tocante
"visbreaking" a duna oportunidad pa repasA e
program actual cu Lago tin pa aumenta severidad. Na
e occasion ey, a ser discuti e problemanan di sushamento
riba tereno di "visbreaking fractionation." E
discucionnan aki lo sirbi como ayuda den e siguiente
planeamentonan di operation y lo provee ideanan pa
posibel cambionan den equipo.
Como cu e bishitanan di enlace ta cortico,
frecuentemente ER&E mester sigi cu studio y mas
recomendacion. Por ehempel, durante un bishita di
ER&E riba e topico di ingenieria mecinica, un
problema di demasiado movimiento di tubo cu ta causa
dafio na e tuberia y por causa derrame di petroleo, a ser
treci padilanti. Pa enfrenti e problema ey, ER&E cu


Technical Department hunto lo sigi cu un anAlisis di
"Surge and Piping Response" di un tubo selects promer
cu nan recomenda un solution.
"Basicamente nos lo traha estrechamentocu ER&E riba
tur tereno," Jopi Croeze, Section Head di Mechanical
Engineering Section di Project Engineering Division di
Technical Department, a bisa.
Por ehempel, durante e bishita di enlace den ingenieria
civil, a wordo dicidi pa Lago y ER&E traha hunto pa bin
cu un m6todo di inspectS deterioration di un stack den
operation.
"Nos tabata tin hopi discucion util," Jopie a bisa. "E
bishitanan aki ta beneficioso pa nos pasobra nos por
hacinan conciente di nos problemanan y tambe nos por
saca mas probecho di e program R&D. E bishitanan ta
beneficioso pa e bishitantenan mes tambe pasobra pa
medio di e bishitanan nan mes ta wake problemanan di
refineria y nan ta bira mihor equipS pa conduct
estudionan valioso pa asina aplica nan den nos refineria
y otronan di Exxon."
E bishita di enlace aki no ta e unico metodo cu ta wordo
uza pa haya conocimiento tecnico, ya cu Lago tambe ta
manda empleadonan local ER&E pa atende reunion,
seminario, y sigi cursonan di entrenamento of traha riba
proyectonan especial.
Fuera di ER&E, Lago ta uza otro sistemanan pa keda al
tanto di tecnologia nobo, manera participation den
algun sub-comision di e Refining Technical Committee
di Exxon U.S.A. Di acuerdo cu Sr. Levy, e sub-
comisionnan aki tabata un bon muestra di cooperation
entire organizacionnan di Exxon pa comprond6 y aplicA
technologia pa beneficio mutuo.
"Locual ta importante" Sr. Levy a bisa, "ta e process di
traslado di technologia. Incorporando e tecnologia
correct den refineria tin un impact significant riba
ganancia."


a


Christmas 82/Ne Year's '83


ARUBA ESSO NEWS







ARUBA ESSO NEWS


Christmas '82/New Year's '83


*??Does-Not!- *Compute!??*


Almost c\ er job here at Lago has its own challenges and
is unique in one aspect or another. For the reliner\
operations to run smoothly deadlines have to be met,
even though at limes it may not be that easy if unforeseen
events create havoc with all our plans and intentions. For
instance, the printing plant stall has to get printed
material out daily turnarounds have to be completed on
time, ships have to be loaded and sent to their destination
\\ith on-spec products without delays.
Other Lago employees, specifically the shili oi kers.
have to work at night to keep the refinery running. And
as long as "all goes well", they are oftentimes taken for
granted, as are many of the not-so-well-known aspects ol
refinery operations.
Some few Controller's Department employees are shift
workers, but even some who are not, often do have to
work at night, particularly for month-end and year-end
closings to meet their commitments. One commitment
that particularly affects employees is that of issuing the
paychecks on time. But at the beginning of this month,
things did not go smoothly at all and this time, it took a
high degree of commitment and a lot of team effort from
Controller's employees to meet the deadline for paying
employees on time and correctly.
"It was an exercise in working together. Everyone was
doing what they knew best." said Clark Carter, Section
Head ofComputer Operations and Technical Services of
Controller's MCS.
It was a day before the paychecks had to be delivered to
the banks that the main computer had, what is termed, a
"critical component failure." This component had to be
replaced before the checks could be produced. Under
normal circumstances it would not have become a
problem. because Lago has many resources ready to
assist in case of emergencies.
This time it was a little different, because the deadline of
the paychecks was approaching rapidly. Lago's
resources in this case, IBM, The Aruba Government and
Exxon affiliates were all contacted by MCS. IBM
contacted its affiliates in Curacao, Caracas and
elsewhere, while Esso Inter America contributed by
searching for a replacement part within Exxon.
"This was not only a case of Lago employees working
together, blut also of cooperation betv.een companies,"
sais Mike Ferriss, Lago's Controller. "All the parties
contacted by MCS were \ killing to assist and gave their
full cooperation." But as precious time passed, the
computer component needed could not be located.
"\'e vwere trying to do two things," commented Clark
"\We \\ere looking for the part we needed, \while at the
same time looking for another alternative to process the
checks." The other alternative was being developed at
the same time b\ the Applications Development and
Support Section of MCS. "\We needed data converted
from a tape file to disc in order to eflective\l use the
working pieces of the computer here at Lago." explained
Don Bole\. Section Head ol AD&S Section.
So \when the first option seemingly failed, a plane \%as
chartered to Curacao at 7:30 p.m. on the night beloi e t he
checks had to be delivered to the banks, to use Shell'
computer system.
"Shell and Lago have a mutual agreement tlo t ooplratl
tullv w hen circuimsances as these aiise." said (hai lic
Lampe, SupIi\isoi of Computer Operations, xho
headed the citew to C(ia(ao. Shell ga\c its lfll
cooperation and at midnight thu rctimied \ith tIhe
computer data tiansfleti d fioni a tape fill to a disc file.


Above, loading the payroll master tape to the tape drive in the
Main Computer Room is Michael Vos.
Below, Eddy Wever is entering operating instructions to the
CRT to execute the payroll.


As happens often though. see\ al solutions \cre loumnd at
the same time. while e tlie ci LN was still in Cu(i..ao(. IBM
managed to get Ia itplacemelnt pat to Am ula ITh
tomputter \was rcpaird. About an hour imbei' thIlie
deadline tle h lie ks and cxact iamonl of nionet\ (du'
emplo\ tMs \\i delixi cIed to the banks
"It was a ( ha llhngig Cexpel ieInc bec'(auise \%xt' hiad t)s()I\ c
thite p )blm \ll thin id linite tinIe (onstiaints.' said
Clark "\\Vhen things are tough. people haxte the
tundein\ to \\oi k togctlicr and lie '\cn tiire i)(lolfesstioial
in their jobs."
It look ininicrahble.h' onec(aills and1 plentin\ i aixict\ lti
MCS and Financial countingig t.npilo\ ces'. but tih
completionn of a joh well-donte was thei ic\taidd


r


.I







Christmas '82/New Year's '83 ARUBA ESSO NEWS 7



SEditor: Mrs. M. Jansen-Feliciano
La Transpot Co Ld P Printer: Verenigde Antilllaanse Drukkerljen N.V.
Vol. 42- No. 11 w



* ??E-No!- Ta!- Computa!??*


Casi tur trabow na Lago tin su desafionan propio y ta
unico den un of otro aspect. Pa un refineria sigi opera
suavcmente, e fin di plazonan master word logra, make
cu tin vez esey no ta facil si occurencianan inespera ruina
tin nos plan ) intencionnan. Por ehempel, e personal di
Printing Plant master saca material imprimi tur dia,
turnaround master word complete na tempo, barconan
master word carga y mandA pa nan destine cu
productonan on-spec sin tardanza.
Otro empleadonan di Lago, specificamente
trahadornan di shift, master traha anochi pa refineria
sigi opera. Y mientras cu tur cos sigi bon, hende no ta
tuma nota di nan. manera ta pasa tambe cu hopi otro
aspectonan poco conoci di e operation di refineria.
Algun empleadonan di Controller's Department ta
trahador di shift, pero te hasta algun cu no ta traha shift
frecuentemente mester traha anochi especialmente
pa inventario di fin di luna y fin di aia, pa logra nan
compromise. Un compromise cu ta afectA empleadonan
en particular, ta entregamento di paycheck na tempo.
Pero na cuminzamento di e luna aki, cosnan no a bai dje
bon c\ mes y e biaha aki, ela requeri un grado mas halto
di dedication y esfuerzo di un team di empleadonan di
Controller's pa paga empleadonan e suma correct y na
tempo promer cu e fin di plazo. "E tabata un ehercicio
den trahamento hunto. Tur hende tabata haci local
nan sa mihor", Clark Carter, Section Head di Computer
Operations y Technical Services di Controller's MCS a
bisa.
Tabata un dia promer cu e paycheck-nan mester a
word entrega na banco cu e computer principal a haya
local ta ser yama "tayo di un parti indispensabel". E
parti aki master a word cambi6 pa e checknan por
wordo trahA. Bao circumstancianan normal esey lo no a
bira un problema, paobra Lago tin hopi instancianan cld
pa asisti den caso di emergencia.
E biaha aki tabata un poco diferente, pasobra e fin di
plazo pa e paycheck tabata acercando. E recursonan di
Lago, den e caso aki IBM, Gobicrno di Aruba, y
aliliadonan di Exxon. a word acercA pa MCS.
IBM a tuma contact cu su afiliadonan na Corsow,
Caracas y otro caminda, mientras cu Esso Inter America
a contribui door di rondia e parti necesario den Exxon
mes.
"Esaki no tabata solamente uncaso di cooperation entire
empleadonan di Lago, sino tambe cooperation entire
companianan," Mike Ferriss, Controller di Lago a bisa.
"Tur esnan cu kende MCS a tuma contact tabata
dispuesto pa yuda y a duna nan cooperation complete."
Pero mientras e tempo valioso tabata pasando, e parti
necesario di e computer no por a wordo localize.
"Nos tabata purba haci dos cos, Clark a splica. "Nos
tabata busca e parti cu nos tabatin mester, mientras cu
tambe nos tabata busca un otro alternative pa process e
checknan." Mientras tanto Applications Development
and Support Section di MCS tabata desaroya e otro
alternative. "Nos mester a convert data di un tape file
pa un disc pa asina nos por uza e piezanan die computer
na Lago cu si tabata traha", Don Boley, Section Head di
AD&S, a bisa.


The new white Christmas tree adorned with golden decorations
situated in the G.O.B. lobby, contributed to the employees'
happy feeling of Christmas.
Astrid Webb and Pat Every, executive secretaries, stopped by to
admire it.

Ora cu e promer opcion a parce di faya, un aeroplane a
wordo gecharter pa Corsow pa 7:30 p.m. riba e anochi
promer cu e checknan mester a word entregA na banco,
pa uza e sistema di computer di Shell.
"Shell y Lago tin un acuerdo mutuo pa cooper
enteramente ora circumstancianan asina bin dilanti,"
Charlie Lampe, Supervisor di Computer Operations,
kende a encabezd e grupo pa Corsow, a bisa. Shell a
duna su cooperation complete y pa mei di anochi nan a
regresa cu e data di computer trasladd di un archive di
tape pa un archive di disc.
Sinembargo, manera sa pasa hopi biaha, diferente
solution a ser hayd na e mesun tempo. Mientras cu e
grupo tabata na Corsow ainda, IBM a logra di trece un
parti di reemplazo Aruba. E computer a word drecha.
Mas o menos un ora promer cu e fin di plazo a yega, e
checknan y e cantidad exact di placa a wordo hibi na
banco.
"E tabata un experiencia desafiante pasobra nos mester
a resolve e problema bao di presion di tempo," Clark a
bisa. "Ora cu asuntonan bira dificil, hende tin e
tendencia di traha hunto y bira ainda mas professional
den nan trabow."
Un cantidad di vamada telefonico y hopi anciedad pa
empleadonan di MCS y di Financial Accounting, tabata
envolvi den esaki, pero nan recompensa tabata e
terminacion di un trabow bon haci.


















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