2012 Sustainability Report

Transcription

Fuelling the Future for a Sustainable Qatar
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Contents
About this Report
4
Message from the Chairman
6
Forward from the Chief Executive Officer
8
About ORYX GTL
12
2011 Highlights
13
Recognised Sustainability Leader
14
Our Sustainability Strategy and Framework
16
Our Stakeholders
17
Alignment with the QNV 2030 and NDS 2016-2011
18
Governance
24
[1] Core Business Output
Our Products
32
GTL Process Overview
33
Market Destination
34
[2] Health and Safety
Fuelling the Future for a Sustainable Qatar
36
The Road to Zero Harm
40
Workforce Safety
41
Occupational Health
45
[3] Preferred Employer
48
Workforce Strength and Diversity
52
Employee Engagement – the ORYX GTL Culture
53
Qatarisation
55
Learning and Career Development
56
Performance Management, Reward, and Recognition
58
[4] Recognised ‘GREEN’ Company
60
Environmental Sustainability
64
Greenhouse Gas (GHG) Emissions
65
Flare Reduction
66
Volatile Organic Compounds (VOC) Emission Monitoring
68
Waste Management
73
Energy Consumption
76
Water Consumption
77
Environmental Incidents – GTL Product Spills
77
GO GREEN - Environmental Awareness
78
[5] Recognised Good Corporate Citizen
80
Reaching Out to the Local Community
84
Promoting Education and Development
85
Improving Health
90
Protecting the Environment
92
Appendices
2
28
94
Appendix A – Summary of Performance
94
Appendix B – Report Parameters
95
Appendix C – Stakeholder Table
96
Appendix D – GRI/IPIECA Index
97
Appendix E – Glossary
100
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Sustainability Report 2012
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About this report
At ORYX GTL, we strongly believe that by organising, measuring, and making public
our performance in the areas that matter the most to our stakeholders, we are
ensuring high levels of transparency and accountability for all those involved in our
business. This 2012 Sustainability Report is the third annual sustainability report
produced by ORYX GTL and discloses our 2012 performance on economic, social,
and environmental issues related to our operations in Qatar. The reporting period for
this report is from 1 January 2012 to 31 December 2012 and follows the 2011
Sustainability Report.
The report was produced taking into account the guidelines outlined as part of
the Sustainable Development Industry Reporting (SDIR) Programme of the QP
HSE Regulations and Enforcement Directorate. The Oil and Gas Industry Guidance
on Voluntary Sustainability Reporting (2010) – published by The Global Oil
and Gas Industry Association for Environmental and Social Issues (IPIECA), The
American Petroleum Institute (API), and the International Association of Oil & Gas
Producers (OGP) – was consulted in the identification of key sustainability reporting
elements and performance guidance indicators specific to the oil and gas industry.
Furthermore, we have followed global reporting standards by utilising the Global
Reporting Initiative (GRI) framework and voluntary G 3.1 guidelines for sustainability
reporting.
This report is an important tool in our sustainability strategy, enabling comparison
between our sustainability performance and that of other companies within and
outside the oil and gas industry. We invite all stakeholders to read it and provide
us with your valuable feedback. For questions regarding the report content, please
contact:
Name: Darrell Fernandes
Tel: +974 55781064.
E-mail: [email protected]
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Message from the
Chairman
by His Excellency Dr Mohammed bin Saleh Al Sada
I am pleased to note the increasingly
significant role played by ORYX
GTL in the gas industry, and its
leading position in the conversion
of gas to liquid products.
ORYX GTL is an important part
of Qatar’s positioning as a pivotal
player in the energy trade and as
the largest LNG producer. It also
plays an equally important role
in monetizing Qatar’s wealth of
natural gas, and has shown strong
commitment towards the goals
of Qatar National Vision 2030
through its responsible operational
capability and competence.
The year 2012 has been an exceptional year for ORYX GTL marked by an increase in
its operating profit and by maintaining high plant stability. This was accompanied by
several production increases and milestones that contributed to Qatar’s economic
growth.
ORYX GTL continues its campaign of ‘Beyond Zero Harm’ by further improving
its already stringent safety standards. It has demonstrated strong commitment
towards the environment by implementing a number of projects to minimize waste
generation, a significant step towards sustainable development.
The development of Qatari human resources continued to be an important mission
for ORYX GTL, placing great emphasis on providing employment for qualified
Qatari youth. It has encouraged and promoted the effective participation of both
Qatari men and women in the work place, providing training opportunities and skill
development avenues for their career advancement.
I am confident that ORYX GTL’s sustainability strategy and core values will continue
to drive its potential forward in its undivided commitment to achieving its mission
and vision.
His Excellency Dr Mohammed bin Saleh Al Sada
Chairman, Board of Directors of ORYX GTL
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Foreword from the CEO
by Abdulrahman M. Al-Suwaidi, ORYX GTL C.E.O.
Our company continued to deliver
on our value of sustainable
development
by
improving
on our safety, environment,
production and social responsibility
performance in 2012. We are
very proud on the individual and
collective contributions of our
workforce to help us achieve
more than 10 million man hours
worked without Lost Time Injury.
The commitment to safety is
now a way of life, entrenched in
ORYX GTL’s corporate campaign of
“Beyond Zero Harm”.
Valuing people is central to our corporate culture and governs our actions internally
and externally as we engage with the community. We remain committed to
the ongoing development and training of our workforce, with a special focus on
Qatari Nationals, by providing opportunities aligned with individual aspirations. Our
commitment to the community is implicit in our Corporate Social Responsibility
program covering social, human and environmental development, the pillars of
QNV2030.
Our sustained focus on continuous improvement resulted in record production figures
in 2012 which led to record profits for our shareholders. This solid performance
again illustrated the importance of the emerging gas-to-liquid (GTL) industry in the
global energy portfolio. ORYX GTL remains committed to promoting the key role
that GTL can play in the global energy market.
Abdulrahman M. Al-Suwaidi,
ORYX GTL’s Chief Executive Officer
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About ORYX GTL
The Middle East’s First GTL Plant
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Sustainability Report 2012 13
About ORYX GTL
2012 Highlights
ORYX GTL Limited was established in January 2003 with the mandate to develop,
construct, and operate Qatar’s first gas-to-liquids (GTL) plant for converting natural
gas into high quality GTL products, including diesel, naphtha, and liquid petroleum
gas (LPG). The ORYX GTL production facility has two trains in operation, with a
production capacity of 32,441 barrels per day (bbl/d).
• Development and roll-out of ORYX GTL’s new vision and values with inputs
from employees and other stakeholders.
The Middle East’s First GTL Plant
ORYX GTL is a joint venture company owned by Qatar Petroleum, the national
petroleum corporation of Qatar, and Sasol Synfuels International, a wholly owned
subsidiary company of Sasol Limited of South Africa. Employing more than
660 individuals, ORYX GTL’s operating facility is based in Ras Laffan City (RLC),
approximately 75 km north of Doha, the capital city of Qatar.
% Shareholding
51 %
• Initiate benchmarking studies to improve efficiency.
• A record number of 87 employees were recognized at the annual Long
Service Award Ceremony for achieving 5 years of service with ORYX GTL.
• Achievement of TRIR of 0.05 in March 2012, which was by then the lowest
figure achieved since the ORYX GTL facility commenced operations in 2006.
• Achievement of TRIR of 0.00 in August 2012.
• Achievement of over 10 million man-hours worked without any Lost Time
Incidents (LTIs) in September 2012.
• Platinum sponsor of 2012 Qatar Petroleum Environment Fair.
• Platinum sponsor of 2012 World Environment Day (WED) in Qatar, with
celebrations from 25 May to 7 June 2012.
49 %
ORYX GTL VISION
We are a principled, environmentally responsible company committed to creating
an efficient, diversified energy business, developing, our people and adding value
to Qatar’s natural resources.
• Launch of digital literacy program targeting women to enhance computer
literacy skills in association with Microsoft Qatar and the Qatar Independent
Technical Schools (QITS).
• Diesel produced by ORYX GTL was used to power up to 100 delegate buses at
the UN Climate Change Conferences (COP 18) until 7 December 2012.
• A 6.3% increase in diesel production from 2011 to 2012.
• A 5.3% increase in naphtha production from 2011 to 2012.
• A 14.1% increase in LPG production from 2011 to 2012.
ORYX GTL VALUES
People: We ensuring all staff are treated with respect and dignity.
Sustainable Development: We have a culture of operational excellence and
continuous improvement in a zero harm manner.
• A new record in production of final products, on the 90-day Maximum Proven
Rate (MPR).
• A record plant run-length; 10 consecutive months at 100% availability (up to
December 2012).
Integrity: We base our actions on a consistent framework of honesty, fairness.
• A 23% Green House Gas (GHG) emission reduction compared to the 2011
baseline levels.
Stakeholders: We deliver benefit and value to all.
• A 65% flaring reduction achieved compared to 2011 flaring levels.
• Achievement of the lowest number of waste drums stored on-site since
2009.
Recognised
Sustainability Leader
In this section:
• Our Sustainability Strategy and Framework
• Our Stakeholders
• Alignment with the QNV 2030 and NDS 2011-2016
• Governance
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Recognised
Sustainability Leader
QNV 2030
“The National Vision aims at transforming Qatar
into an advanced country by 2030, capable of
sustaining its own development and providing
for a high standard living for all of its people for
generations to come”
It is important for us to engage frequently with all stakeholders to understand their
changing needs and priorities, and to provide feedback on progress towards agreedupon targets. Our major stakeholders include our employees, customers, suppliers
and service providers, the community, educational and research institutions,
shareholders, government and regulatory authorities, and the media.
Our Strategic Objective
- The ORYX GTL Brand and integrity
- Alignment with Qatar National Vision 2030
Our Sustainability Strategy and Framework
ORYX GTL’s sustainability strategy is focused on embedding the principles of
sustainability into the core of the organisation, and on alignment of corporate goals
with the sustainable development ambitions of the State of Qatar. To achieve this,
the sustainability management framework presented below has been built atop five
main ‘pillars’ that align directly with our core organisational strategic objectives and
with the State of Qatar’s National Vision 2030 and National Development Strategy
2011-2016.
Furthermore, our approach to sustainability is strengthened by our core values of
People, Sustainable Development, and Integrity. Those values, and the ethics they
encourage at every level of our organisation, function as key supports of our vision:
to be an integrated energy company providing premium, environmentally friendly
GTL products to a global market.
Recognized Sustainability Leader
Alignment with Qatar National Vision
ORYX GTL Integrity and Brand
[1]
Core Business
Output
[2]
Health and Safety
[3]
Preferred Employer
[4]
Recognized
“Green” Company
[5]
Recognized Good
Corporate Citizen
ORYX GTL Strategic Objectives
• Stabilize
• Zero Harm to
• Optimize
People and
• Debottleneck
equipment
• Demonstrate
• ORYXGTL as an Exceptional
investment
• Embed on
ORYX GTL
culture
• Achieve
Qatarization
target
• Competitive total package
• Training and
development
• Transparent
performance and
reward process
• Comply/
exceed MOE
requirements
• CO2 footprint
improvement
• ORYXGTL
image
management
•Environmental
community
projects
Our Stakeholders
• Corporate
Social
Investment
• Community
Projects
At ORYX GTL, we place a strong focus on nurturing and growing stakeholder
relationships to accomplish common goals to the satisfaction of all stakeholders.
We recognise the individual contributions to sustainable development made by
our employees, and we implement frequent employee engagement surveys with
improvement actions plans as part of our strategy. Our external shareholders are
continuously engaged to ensure that mutual interests and regulations in Qatar and
abroad are successfully pursued and implemented. A stakeholder mapping exercise
has been conducted to identify stakeholder needs and expectations, methods of
engagement, and frequency and channels of engagement. Further information can
be found in Appendix C.
We are committed to ensuring an open and transparent relationship with all those
directly or indirectly affected by our business activities. It is our hope that this report
will help our stakeholders understand and evaluate our sustainability performance.
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Alignment with the Qatar National Vision 2030 and the
National Development Strategy
ORYX GTL’s approach to sustainability has strong links to Qatar’s National
Development Strategy for 2011 to 2016, which lays a clear path towards achieving
the goals of the Qatar National Vision (QNV) of 2030. The QNV 2030 outlines the
long-term vision for the country by providing a framework within which national
strategies and implementation plans can be developed. Five overarching national
goals are identified by the QNV 2030:
1. Modernisation and preservation of traditions
2. Intergenerational justice
3. Managed growth and expansion
4. Building-up of the know-how and quality of the workforce, and selection of
the optimum path of development
5. Economic growth, social development, and environmental management
The QNV 2030 and NDS 2011-2016 foresee Qatar’s development through four
interconnected pillars of human, social, economic, and environmental development.
We at ORYX GTL have incorporated the QNV 2030 and NDS 2011-2016 into our
business management systems, and have tangibly captured this alignment in the
table below and throughout this report.
“Qatar’s National Vision belongs to the government, the private
sector, civil society and to all Qatari citizens. I call on all to work
hard and utilize your expertise to help achieve the goals of the
Vision and to advance our nation’s development. In this way, we
will build a bright future for the people of Qatar.”
NATIONAL DEVELOPMENT STRATEGY, 2011 - 2016
Human
Development
Development
that expands the
opportunities and
capabilities of all the
people of Qatar
to enable them to
sustain a
prosperous society.
Social
Development
Development of
a just and caring
society based on
high moral standards,
and capable of
playing a significant
role in the global
partnership for
development.
Economic
Development
Development of
a competitive and
diversified economy
capable of meeting
the needs of, and
securing a high
standard of living for,
all its people for the
present and for the
future.
Sheikh Tamim bin Hamad Al-Thani,
Emir of Qatar
SUSTAINABLE DEVELOPMENT
Environmental
Development
Management of
the environment
such that there is
harmony between
economic growth,
social development
and environmental
protection.
• Stabilize
• Optimize
ORYX GTL
Measures
NDS Targets
QNV 2030 Outcomes
• % increase in diesel
production
• Review institutional
arrangements to support growth
and diversification of the
economy.
• A vigorous oil and gas sector that
generates advanced technological
innovations and contributes to the
development of human resources and
economic capacities throughout Qatar.
Core Business Output
• Debottleneck
• Demonstrate
ORYX GTL as
an exceptional
Investment
• Review options to stabilize
fiscal revenue and expenditure
flows.
• % increase in
naphtha production
• Develop
opportunities for
diversified growth
• Develop
opportunities for
expansion
• Zero harm
to people and
equipmemt
• % increase in LPG
production
• The long term maintenance of
strategic reserves of oil and gas to meet
the needs of national security and
sustainable development
• Optimum exploitation of hydrocarbon
resources, establishing a balance
between reserves and production, and
between economic diversification and
the degree of depletion.
• Fatalities –
Employees
• Complete a national
emergency preparedness plan.
• A skilled national workforce capable of
providing high quality health services
• Fatalities –
Contractors
• Reduce the rate of injuries
lasting more than three days
to 3,000 or less per 100,000
workers
• An integrated system of health care
offering high-quality services through
public and private institutions operating
under the direction of a national health
policy that sets and monitors standards
for social, economic, administrative and
technical aspects of health care.
• LTIR – Lost
Time Injury Rate
(Employees)
Health and safety
arrangements to support growth
and diversification of the
economy.
• Optimum exploitation of hydrocarbon
resources, establishing a balance
between reserves and production, and
between economic diversification and
the degree of depletion.
• LTIR – Lost
Time Injury Rate
(Contractors)
• Establish a national set of
regulations, laws, and standards
on occupational health and
safety for all sectors.
• Ensure that 100% of
healthcare facilities are licensed
by the Supreme Council of
Health
healthcare professionals are
licensed by the Supreme Council
of Health.
• Create a comprehensive
approach to building safety,
and halve the number of fire
accidents.
• Embed an ORYX
GTL culture
• Full-time
employees
• Achieve
Qatarisation target
• Competitive
total package
• Training and
Development
• Transparent
performance and
reward process
• Qatarisation (%)
• Females in the
workforce (%)
• Employee turnover
rate (%)
• Increase the proportion of
high-skilled foreign labour from
17% to 23%.
• High quality training opportunities
for all citizens, corresponding to their
ambitions and abilities
• Increase the proportion of
Qataris in the private sector from
5% to 15%.
• Incentives for Qataris to enter
professional and management roles in
business, health and educational sectors
• Increase the number of
women in leadership positions
by 30%.
• Enhance women’s capacities and
empower them to participate fully in
the political and economic spheres,
especially in decision-making roles
• Increase the labour force
participation rate of Qatari men
and women ages 20–59 with a
secondary education or below.
• Enforce the active workforce
quota of 2% for persons with
disabilities.
• Develop an organizational
model for technical education
and vocational training and
building capabilities
• Recruitment of the right mix of
expatriate labour.
• Total GHG
• Comply/exceed
emissions (direct and
MOE requirements indirect) (tCo2 –e)
• CO2 footprint
improvement
• ORYX GTL image • VOC emissions
(ton/year)
management
• Environmental
• Total electricity
community
used (MW)
projects
• % electricity
imported of total
consumption
• Community
projects
• Lead one regional environment
effort, and launch two
environmental projects involving
private sector participation
• Enact a comprehensive
National Water Act groundwater,
conserve freshwater aquifers
where possible and eliminate
excess water in Doha’s water
table.
• Recycle 38% of solid waste,
up from the current 8%.
• Water discharged to
sea (m3)
• Eliminate instances of excess
ozone levels through improved
air quality management.
• Total
Flaring(MMSCM)
• Corporate social
investment
• Halve gas flaring to 0.0115
billion cubic meters per million
tones of energy produced from
the 2008 level of 0.0230 billion
cubic meters per million tones of
energy produced.
• Water intake from
RLC (m3)
• Waste drums
storage
Recognized good corporate citizen
ORYX GTL Focus
Area and Strategic
Objectives
Recognized ‘green company”
Preferred employer
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Being Developed
• Preserving and protecting the
environment, including air, land, water
and biological diversity
• A proactive and significant
international role in assessing the impact
of climate change and mitigating its
negative impacts, especially on countries
of the Gulf
• Support for international efforts to
mitigate the effects of climate change.
• A fully developed gas industry that
provides a major source of clean energy
for Qatar and for the world.
• Establish a comprehensive
electronic biodiversity database
• Establish a solid waste
management plan, strongly
emphasizing recycling.
• Reduce the annual number
of road accidents from 300 per
100,000 people to 250 and
related fatalities from 14 per
100,000 people to 10.
• Increase participation in sports
and physical activity by Qatari
men, women and children.
• Implement a corporate
responsibility framework suited to
the country’s economic, political
and social context, including a
monitoring system.
• Improve the country’s national
image regionally and globally to
strengthen Qatar’s position as a
cultural hub.
• Establish a secure and stable society
operating on the principles of justice,
equality and the rule of law
• Recruitment of the right mix of
expatriate labour, protecting their rights,
securing their safety, and retaining those
who are outstanding among them
• An effective social protection system
for all Qataris that ensures their civil
rights, values their contribution in
developing their society, and ensures an
adequate income to maintain a healthy
and dignified life.
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Integrated Management System (IMS)
ORYX GTL has established an Integrated Management System (IMS) to align and
manage its business through the establishment of policies, standards, processes,
procedures, and supporting documentation. The ORYX GTL IMS policies establish
a direction for activities involving quality, environment, occupational health and
safety, risk management, business continuity, and Information Security, and
embody the principles of the management systems to which it subscribes. The
management team has established and continues to maintain corporate policies
that govern business activities and set standards in accordance with the needs of
the organisation. Various reference documents are utilised to develop and guide
corporate policy:
• Laws of the State of Qatar
• Regulations of the State of Qatar and Ras Laffan Industrial City
• The Qatar National Vision 2030
• Memorandum of Association
• Restated and amended Joint Venture Agreement
• Articles of Association – Article 6 Objects and Powers
• The ORYX GTL Vision and Values
• International standards subscribe to by ORYX GTL
• Commercial agreements entered into by ORYX GTL
All ORYX GTL corporate policies must be aligned with these documents in
order to meet corporate and national aspirations in the future. The purpose of
this alignment is to ensure that external requirements placed on ORYX GTL in
the form of national ambitions, national laws, commercial agreements, board
directives, international standards, and international or national regulations are
effectively governed within the company via appropriate policies and internal
standards. Establishment, implementation, and maintenance of IMS policies are
the responsibility of senior management. The scope of the ORYX GTL IMS includes
the production of export products, which consist of GTL diesel and GTL naphtha.
The following management systems are incorporated by the ORYX GTL IMS:
• Quality Management System: ISO 9001:2008
• Environmental Management System: ISO 14001:2004
• Occupational Health and Safety Management System:
OHSAS 18001:2007
• Integrated Management Registration: PAS 99:2006
• Business Continuity Management System: BS 25999-2:2007
• Information Security Management System: ISO/IEC 27001:2005
• General requirements for the competence of testing and calibration laboratories
ISO/IEC 17025:2005
.
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Governance Structure
Board of Directors
ORYX GTL’s Board of Directors constitutes the company’s highest governance body,
and was established by a Joint Venture Agreement between Qatar Petroleum and
Sasol Synfuels International. All individual board members appointed by shareholders,
and His Excellency the Chairman, the Vice Chairman, and other directors are nonexecutive members of the company. Board meetings are held quarterly to establish
the direction of the company and to approve key items such as annual budgets,
major agreements affecting ORYX GTL, and major projects initiated by ORYX
GTL. Regular shareholder interaction is ensured by quarterly executive committee
meetings, during which senior management and shareholders have the opportunity
to discuss and define recommendations and communications with the Board of
Directors.
Chairman of the Board
His Excellency
Dr. Mohamed Bin Saleh Al-Sada
Board Director
Mr. G.J. Strauss
Board Secretary
Dr. Khalid Ibrahim Khalid
Vice Chairman of the Board
Mr. Ali Al-Sidiky
Board Director
Mr. Saif Saed Al-Naimi
Board Director
Mr. Marjo Louw
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Management Team
ORYX GTL’s organisational framework is aligned with the company’s objectives
and strategy to ensure that all roles and responsibilities are effectively delegated,
controlled, and coordinated, and to facilitate flow of information and communication
between different levels of management. The Chief Executive Officer is tasked
with steering the company and is assisted by Chief Officers handling day-to-day
operations, while short, medium, and long-term plans are developed by the Chief
Officers and the Department Managers in line with approved strategy. All strategy
and plans are reviewed and adjusted on a quarterly basis. Senior management
officers are directly hired by ORYX GTL, with a few exceptions:
Chief Executive
Officer
Legal Manager
A. Public Relations &
Comm. Manager
•
•
•
•
Chief Administration
Officer
Chief Commercial
Officer
Chief Financial
Officer
Chief Operations
Officer
Chief Planning
Officer
DOT Project
Director
Human Resources
Manager
Materials Manager
Accounting
Manager
Engineering
Manager
Quality Manager
DOT Engineering
Manager
IT & Telecom
Manager
Contracts Manager
Financial Analysis &
Reporting Manager
Maintenance
Manager
Business Planning
Manager
DOT Project
Manager
General Services
Manager
Marketing Manager
Operations Support
Manager
Business Dev.
Manager
Learning & Dev.
Manager
Techincal
Manager
HSE Manager
Production
Manager
Figure 1: ORYX GTL organizational structure
Chief Executive Officer: Seconded
Chief Admin Officer:
Seconded
Chief Operating Officer: Seconded
Chief Financial Officer: Seconded
by
by
by
by
Qatar Petroleum.
Qatar Petroleum.
Sasol Synfuels International.
Sasol Synfuels International.
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In this section:
• Our Products
• GTL Process Overview
• Market Destination
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Aligning our performance
ORYX GTL – Key Performance
Indicators
QNV 2030
Economic Development Pillar
“Development a competitive and diversified economy
capable of meeting the needs of, and securing a high
standard of living for all its people for the present and
for the future”
- Stabilize
- Optimize
- Debottleneck
- Demonstrate ORYX GTL as an exceptional investment
Indicator
2010
2011
2012
% increase
in diesel
production
6.5%
6.6%
6.3%
Qatar’s National Ambitions
Qatar National
Development
Strategy (NDS)
2011-2016
arrangements to
support growth and
diversification of the
economy.
• Review options to
stabilize fiscal revenue
and expenditure flows.
% increase
in naphtha
production
5.5%
% increase in
New
LPG production Indicator
31.4%
5.3%
93.6%
14.1%
arrangements to
support growth and
diversification of the
economy.
Qatar National Vision
(QNV) 2030
• A vigorous oil and gas
sector that generates
advanced technological
innovations and contributes
to the development of
human resources and
economic capacities
throughout Qatar.
• Optimum exploitation
of hydrocarbon resources,
establishing a balance
between reserves and
production, and between
economic diversification
and the degree of
depletion.
• The long term
maintenance of strategic
reserves of oil and gas to
meet the needs of national
security and sustainable
development
• Optimum exploitation
of hydrocarbon resources,
establishing a balance
between reserves and
production, and between
economic diversification
and the degree of
depletion.
32
Our Products
Our GTL facility converts natural gas from Qatar’s North Field into high-value, lowsulphur, and environmentally responsible diesel, naphtha, and LPG. ORYX GTL’s
production of marketable goods consistently increased over the period 2009
to 2012 as plant availability improved. With high crude oil prices and growing
concerns about the future security and diversity of energy supply, the advent of
GTL production in Qatar proved to be well-timed. The dawn of the GTL era also
coincided with the world’s growing ‘dieselisation’ trend; an increasing percentage
of motor cars are being fuelled by diesel, mainly due to diesel’s higher quality and
better environmental profile as well as to the presence of tax incentives and the
development of high-performance compression-ignition engines.
Diesel
The key product characteristics of ORYX GTL diesel are low sulphur and aromatics
content, low density, and high Cetane number. These qualities, among others, make
our diesel a sought-after product for upgrading lower-quality diesel to European
specifications. ORYX GTL’s diesel also has a very low sulphur content, which provides
environmental benefits. Our diesel product is exported via the port of Ras Laffan,
and is marketed through Sasol Synfuels International Marketing (SSIM), which acts
as marketing agent on behalf of ORYX GTL.
Naphtha
GTL naphtha is highly paraffinic with very low sulphur, naphthenic, and aromatics
content, which makes it suitable as a quality hydrocracker feedstock for the
production of ethylene, used by the polymer industry. Naphtha produced at ORYX
GTL is a regulated product that is exported from the port at Ras Laffan and marketed
by Qatar International Petroleum Marketing Company (Tasweeq) to customers in
the Middle East and Far East.
LPG
The installation and commissioning of an additional hydrogenator during 2011
enabled ORYX GTL to produce liquid petroleum gas (LPG) with a low olefinic
content (less than 0.05%). LPG from ORYX GTL is sent by pipeline to Al Khaleej
Gas (AKG) and marketed by Qatar International Petroleum Marketing Company
(Tasweeq) to international customers.
GTL Process Overview
Gas-to-Liquids (GTL) Technology in Brief
GTL technology is the process of converting natural gas into ultra-clean, highperformance liquid fuel, as well as into other premium products such as transport
fuels, base oils, waxes, paraffin, naphtha, and other chemicals. GTL offers gas owners
the opportunity to diversify gas monetisation to a degree considered impossible just
a decade ago, achieving a product value significantly above that of feedstock for
power generation.
Figure 2: GTL process overview
34
Market Destination
65%
30.5%
QATAR
100%
4.5%
Diesel Flows: 65% Europe - 30.5% Middle East - 4.5% East
Naphtha Flow: 100% East
Figure 3: ORYX GTL product supply
Health & Safety
In this section:
• The Road to Zero Harm
• Workforce Safety
• Occupational Health
36
37
38
Health and Safety
Indicators
QNV 2030
Social Development Pillar
“Development of a just and caring society based
on high moral standards, and capable of playing
a significant role in the global partnership for
development”
Indicator
2010
2011
2012
Fatalities –
Employees
0
0
0
Fatalities –
Contractors
0
0
0
LTIR – Lost
Time Injury Rate
(Employees)
0
0
0
LTIR – Lost
Time Injury Rate
(Contractors)
0
0
0
Zero Harm to people and equipment
Qatar National
Development Strategy
(NDS) 2011-2016
(QNV) 2030
• Complete a national
emergency preparedness
plan.
• Reduce the rate of
injuries lasting more than
three days to 3,000 or
less per 100,000 workers
• Establish a national set
of regulations, laws, and
standards on occupational
health and safety for all
sectors.
healthcare facilities are
licensed by the Supreme
Council of Health
healthcare professionals
are licensed by the
Supreme Council of
Health.
• Create a comprehensive
approach to building
safety, and halve the
number of fire accidents.
• A skilled national
workforce capable of
providing high quality health
services
• An integrated system
of health care offering
high-quality services
through public and private
institutions operating under
the direction of a national
health policy that sets
and monitors standards
for social, economic,
administrative and technical
aspects of health care.
40
Health and Safety
ORYX GTL works in a manner consistent with our zeroharm principles and values, maintaining an appropriate
and well-reasoned balance between economic, social,
and environmental needs. We are committed to instilling
an ethic of ‘zero compromise’ concerning health and
safety practices, both in the workplace and in the homes
of our employees.
The Road to Zero Harm
Our CEO, Abdulrahman Al-Suwaidi, has taken the lead in safety management by
initiating the ‘Road to Zero Harm’ campaign in December 2009. This campaign
is a commitment to creating a system and culture that strive to define and use
best practices to effectively manage all health and safety risks, integrating such
management into every aspect of our business.
Part of the campaign involved a six-point commitment plan, which was agreed
upon in 2010 and extended through 2012. As a visual commitment to zero harm,
our Executive Management team signed a commitment document that is displayed
throughout our facilities in Doha and Ras Laffan. The Road to Zero Harm campaign
has already delivered many significant HSE benefits, reflecting the collective
efforts of all our employees and third-party contractors to eliminate accidents and
incidents and providing a tangible framework for continuous improvement of health
and safety practices throughout our organisation. The commitment contains the
following pledges:
Quarterly HSE Meeting
Quarterly HSE Meeting We shall raise a Safety moment at every meeting we
conduct, which is applicable to our business unit environment.
Quarterly Plant
Tour
We, as Executive Group, shall conduct a quarterly plant tour and report findings in
the Quarterly HSE meeting for potential following up.
Bi Annual inspections
Every Executive Group member will, with his managers, conduct a bi-annual safety
inspection of his business unit offices and take action to address the findings.
Resources and
Equipment on site
We shall provide sufficient resources and equipment in our business units to ensure
that all employees carry out tasks in a safe manner.
HSE Recognition Award
Each month we shall recognise and reward one individual for exemplary HSE
performance in our business units. Photos of the employee recognised will be
posted on notice boards by PR&C.
Quarterly HSE Meeting
The CEO shall chair a quarterly HSE meeting to discuss relevant HSE matters.
Workforce Safety
Behavioural-Based Safety: OASIS
ORYX GTL implements a Behavioural-Based Safety (BBS) programme called the
OASIS (Observations At Site Improves Safety) process. OASIS is designed to reduce
at-risk behaviours lying below the waterline of the accident iceberg, behaviours that
may eventually contribute to recordable injury cases, medical treatment, restricted
work cases, lost workday cases, and even fatalities.
Implementing the programme involves creating a steering committee that represents
all employees and permanent contractors. Members are then trained to conduct
on-site observations across all of ORYX GTL’s operations. The observers register all
at-risk behaviours or potential risks, providing immediate feedback to the employee
under observation to avoid a safety incident in both the short and longer term.
At-risk behaviours are classified into seven different categories:
1. Body position: Line of fire, pinch points, eyes on path, eyes on task/hands, and
ascending/descending.
2. Body use/ergonomics: Lifting and lowering, pushing/pulling, overextended/
cramped, and required assistance.
3. Tools/equipment: Selection, condition, use, and storage; vehicle selection,
condition, and use; and barricades and warnings.
4. Procedures: Lockout/tag out – energy isolation, confined space entry/hot work
permits, communication of hazards, and pre-/post-job inspection.
5. Personal Protective Equipment (PPE): Head, eyes and face, hearing, respiratory,
hands, body, and feet.
6. Environment: Walking/working surfaces, housekeeping, and temperature
extremes.
7. Others.
Agreement is reached between the observer and the employee to prevent a reoccurrence of the at-risk behaviour. A problem solving team (the Barrier Removal
Committee), consisting of representatives from the company and chaired by the
Production Manager, analyse the at-risk behaviours on a regular basis to identify
common themes to be addressed.
42
MANAGEMENT
SPONSOR
DATA MANAGEMENT
Safety Performance
Our workforce completed a total of 3.57 million man-hours in 2012, which is
slightly lower than the 3.64 million man-hours worked in 2011. We are pleased
to report that no fatalities or lost-work-day cases were experienced in 2012 by
either employees or contractors. Our Road to Zero Harm campaign resulted in no
recordable injuries for 2012.
Health and
Safety indicator
OBSERVERS DATA
COLLECTION /
FEEDBACK
NO SNEAKING UP
NO NAME/NO BLAME
SAFE & AT-RISK
WHAT & WHY
Figure 4: OASIS process
STEERING COMMITEE
WORKERS
BARRIER REMOVAL
TEAM
2010
Employees Contractors
2011
Total
2012
Total
Total
Fatality
0
0
0
0
0
0
0
0
0
Lost Workday Case
0
0
0
0
0
0
0
0
0
Restricted Work
0
1
1
0
1
1
0
0
0
Medical Treatment
1
1
2
0
1
1
0
0
0
Recordable Illness
0
0
0
0
1
1
0
0
0
First Aid Cases
2
3
5
0
9
9
2
2
4
Fire/Explosion
Incidents
17
0
17
9
0
9
4
0
4
Near Miss Cases
9
12
21
38
4
42
22
9
31
Property Damage
4
2
6
7
7
14
7
3
10
Security Incidents
0
0
0
1
0
1
1
0
1
12
0
12
1
1
2
10
13
13
Motor Vehicle
Accidents/Incidents(on
site)
8
3
11
6
3
9
4
5
9
Motor Vehicle
Accidents (travel)
4
0
4
1
0
1
2
2
4
Environmental
Incidents/Spills
Total Man-hours
YTD Total Number of
Recordable Injuries
1,150,785 2,665,312 3,816,097 1,211,693 2,424,372 3,636,065 1,314,314 2,254,948 3,569,262
1
2
3
0
3
3
0
0
0
0.17
0.15
0.16
0.0
0.25
0.17
0
0
0
YTD Total Number of
Lost Time Injuries
0
0
0
0
0
0
0
0
0
Total Lost Time Injuries
Rate(LTIR)
0
0
0
0
0
0
0
0
0
Total Recordable Injury
Rate(TRIR)
As no clear benchmarking exists for companies in the downstream oil and gas
industry, ORYX GTL compared our safety performance against the upstream oil and
gas industry. Although ORYX GTL is not a participating member of the benchmarking
analysis undertaken by the International Association of Oil and Gas Producers (OGP),
the safety performance indicators of the onshore operations of the 48 contributing
members of OGP was used for comparison purposes. The onshore performance
data was used as a more reliable proxy, as ORYX GTL has no offshore facilities.
Figure 5: Accident Iceberg
The Total Recordable Injury Rate (TRIR) recorded by ORX GTL in 2012 was
significantly better than the average performance of the industry for the same
period. After remaining fairly constant from 2010 to 2011, the TRIR for ORYX
GTL has dropped to 0.0 in 2012, and our goal of targeting zero recordable injuries
remains.
Occupational Health
ORYX GTL has adopted an Occupational Health Promotion and Protection Policy
that covers the entire workforce (employees, contractors, and subcontractors) and
their families. The policy’s implementation involves evaluating health concerns,
providing health education, advising of appropriate medical services, and assisting
with the medical evacuation of personnel when required.
Figure 6: Safety performance comparison: TRIR
Our total of zero lost-time incidents remains in 2012, reflecting ORYX GTL’s
outperformance of the industry.
0.40
LTIR (per 1,000,000 man-hours)
44
0.35
0.35
0.34
0.38
0.30
0.25
0.20
ORYX GTL
0.15
OGP members (onshore)
0.10
0.05
0.00
0.00
2010
0.00
2011
0.00
2012
Year
Figure 7: Safety performance comparison: LTIR
ORYX GTL focus on occupational health and illness prevention, has contributed to
our low Occupational Illness Rate (OIR) of 0.00. No comparative values of OIR are
published by the International Association of Oil and Gas Producers (OGP).
Health and Hygiene
ORYX GTL’s Health and Hygiene specialist develops and implements medical
surveillance programmes to detect possible exposure to high levels of physical,
chemical, or biological agents. These programmes feature periodic medical
examinations, respiratory fitness assessments, and hearing conservation examinations.
Health bulletins are published electronically on the intranet to ensure that the
employees are kept informed of current and relevant health programmes and news.
Ergonomic evaluations are also done on a regular basis to identify potential risk
areas, and time-based action plans are implemented if required. Due to the diverse
nature of our workforce and the ease of migration to and from Qatar, any localised
disease has the potential to be transferred to our workplace. The ORYX GTL Health
Centre uses the Centre for Disease Control in Atlanta as a valuable resource to stay
informed on guidelines for disease outbreaks and immunisations around the world.
The ORYX GTL Health Centre schedules mandatory Periodical Medical Assessments
(PMAs) for all staff members at the QP Medical Centre. The PMA consists of two
visits; physical measurements and blood testing are done during the initial visit,
followed by a physical examination and discussion of the medical findings during
the second visit. Any recommendations to promote better health also form part of
the second visit.
Industrial Hygiene
The Industrial Hygiene specialist ensures that occupational health and industrial
health surveillance programmes are conducted routinely to ensure that any
appropriate action plans are introduced if required. A hazard and risk identification
and mitigation programme has been established, to recommend engineering,
administrative, and additional personnel protective equipment solutions.
Noise
All personnel with the potential of being exposed to noise levels above normal
(above 85 dBA) are enrolled in the Hearing Conservation Programme (HCP).
Personnel enrolled in the HCP undergo baseline testing at the commencement of
their duties, are receive annual audiometric follow-up examinations. All test results
are stored in a central database.
Figure 8: Safety performance: OIR
Potable Water Testing
Access to good-quality drinking water is very important in hot climates. To ensure
the quality of potable water, ORYX GTL tests the water at a third-party laboratory
on a monthly basis, examining water quality and bacterial content.
46
Heat Stress
Elevated temperatures in and around Qatar during summer can result in heat stress,
and can consequently have adverse effects on the health of the workforce. Heat
stress may take the form of heat cramps, heat exhaustion, or heat stroke, and may
be caused by exposure to hot temperatures from ambient conditions or from the
working environment. Heat-stress awareness is provided by ORYX GTL during safety
meetings before and throughout the summer season in Qatar. Continuous emphasis
is placed on ensuring safety throughout this season by circulating information
detailing recognition, treatment, and management of heat stress to all employees
and contractors.
In compliance with the Decision of the Minister of Civil Services Affairs and Housing
no. 9 of 2006, concerning the determination of working hours in open places
during summer, and with the Ministerial Decision 20 of 2005 Concerning the
Necessary Precautions & Requirements in Work Areas & Places to Protect Workers,
ORYX GTL has implemented the following assurances to protect the health and
welfare of our workforce:
1. That all employees (including contractors) operate within the control framework
of a health risk assessment that has been approved by the ORYX GTL HSE
department;
2. That controls identified in the health risk assessment are implemented to
minimise the risk from heat stress with adherence strictly enforced by the HSE
department;
3. That heat illnesses or related injuries are fully investigated by HSE representatives;
4. That individuals who suffer from heat related illnesses receive appropriate
treatment and are subject to review of fitness to work before recommencement
of duties;
5. That heat illness statistics are routinely submitted to the QP HSE Regulations &
Enforcement Directorate (DG).
Posters detailing methods of reducing heat stress are displayed on bulletin boards
throughout ORYX GTL facilities.
Preferred Employer
In this section:
• Workforce Strength and Diversity
• Employee Engagement – the ORYX GTL Culture
• Qatarisation
• Learning and Career Development
• Performance Management, Reward and Recognition
48
49
50
Preferred Employer
Indicators
QNV 2030
Human Development Pillar
“Development of all its people to enable them to
sustain a prosperous society”
- Achieve Qatarization target
- Embed an ORYX GTL culture
- Competitve total package
- Training and development
- Transparent performance and reward process
Indicator
2010
2011
2012
Full-time
Employees
584
647
666
Qatarisation
(%)
26.9%
29.2%
Females in the
workforce (%)
7.7%
8.6%
Employee
turnover rate
(%)
3.6%
3.2%
Qatar National
(NDS) 2011-2016
• Increase the
proportion of highskilled foreign labour
from 17% to 23%.
• Increase the
proportion of Qataris in
the private sector from
33.2% 5% to 15%.
• Increase the number
of women in leadership
positions by 30%.
• Increase the labour
force participation
rate of Qatari men
and women ages
8.4%
20–59 with a secondary
education or below.
• Enforce the active
workforce quota of
2% for persons with
disabilities.
• Develop an
5.4%
organizational model for
technical education and
vocational training and
building capabilities
(QNV) 2030
• High quality training
opportunities for all
citizens, corresponding to
their ambitions and abilities
• Incentives for Qataris
to enter professional
and management roles
in business, health and
educational sectors
• Enhance women’s
capacities and empower
them to participate fully in
the political and economic
spheres, especially in
decision-making roles
• Recruitment of the right
mix of expatriate labour.
52
Preferred Employer
ORYX GTL acknowledges that our workforce is our
most important asset. We therefore continue to invest
in attracting, retaining, and developing our workforce
to ensure that we remain competitive and productive.
In 2012, we identified employee engagement,
Qatarisation, and reduction in employee turnover as key
performance areas of human resource management.
Workforce Strength and Diversity
ORYX GTL takes pride in the diversity and excellence of its continually growing
workforce. In 2012 the number of full-time employees increased by 3% to nearly
670 employees. This growth is consistent with our strategy of focusing on plant
stability and incremental growth.
Full-time employees
2010
2011
2012
584
647
666
Wherever possible, vacant positions are filled by transferring or promoting existing
staff, with priority given to Qatari nationals. For sustained business continuity, ORYX
GTL initiated a formal succession planning and management programme in 2012
with the purpose of ensuring a ready supply of internal talent for key and critical
positions if such positions become vacant on short notice. Potential successors
within the organisation are identified and training and development plans are
provided to ensure that successors are equipped for the new positions as required.
In 2012, ORYX GTL recruited 90 new employees using a recruitment strategy
based on local, regional, and global sourcing, making use of preferred suppliers
and recruitment agencies. Every effort is made to integrate new employees into
the ORYX GTL family and culture; induction training – a part of our Integrated
Management System – is provided to ensure that new employees understand our
systems and standards, and can begin contributing to the organisation as soon as
possible.
2010
2011
2012
Nationals
42
41
55
Non-nationals
37
55
35
Total
79
96
90
At the end of 2012, ORYX GTL possessed a diverse workforce representing
36 countries from 6 continents. The resulting convergence of innovative ideas,
perspectives, and specialised skills produced a unique ability to solve complex
problems quickly. ORYX GTL management recognises the cultural complexities of
such a varied workforce and the effects it can have on corporate culture. Starting
in 2010 and continuing through 2012, a conscious effort was made to align all
employees with the vision and values of the organisation.
ORYX GTL is fully committed to equal employment and development opportunities
for male and female employees. Our number of female employees has remained
the same as 2011 figures; women now represent 8.4% of the total workforce.
Diversity
2010
2011
2012
539
591
610
Female employees
45
56
56
Female employees
as a % of total
employees
7.7%
8.6%
8.4%
Male employees
Employee Engagement – the ORYX GTL culture
At ORYX GTL, we promote a culture of open and clear communication to and
among all of our employees. Company-wide communication is managed through
our Public Relations Communication (PRC) department in the form of e-mail
communications, newsletters, and the ORYX GTL magazine. Personal contact
sessions are also established through regular departmental and team meetings.
Access to the CEO is also important to our culture. The CEO delivers a quarterly
speech to all levels of the organisation in order to ensure that the strategy and
main focus areas of the company are directly communicated. Suggestion schemes
on the intranet provide useful channels to ensure that areas of improvement are
brought to the attention of the chiefs and managers. The intranet also hosts an
‘Ask CEO!!’ segment, where any employee can pose questions directly to our CEO.
We recognise that employee engagement drives employee performance and
workforce retention. ORYX GTL conducts a yearly web-based Employee Engagement
Survey, administered by a third party to ensure confidentiality. Participation in the
survey is voluntary, and all full-time and part-time employees of ORYX GTL are
encouraged to participate. The 2012 survey included 61 questions covering a broad
range of subjects to measure what people think and feel about working for ORYX
GTL. Personnel were asked for their view on subjects such as safety performance,
teamwork, efficiency and quality, as well as the perspective on staff development,
compensation and benefits as well as fair treatment. People were asked whether
they agreed or disagreed with items, or were neutral on the subject; results
were analysed into aggregate average scores to protect individual confidentiality.
54
Respondents had to indicate whether they were favourable, unfavourable or neutral
about the subject.
• Safety – 93% of employees believe that management responds quickly to any
safety problems when they are reported, and 90% agree that the company
never compromises on safety in order to meet other targets.
• Responsible business practice – 93% agree that ORYX GTL acts responsibly
towards the environment, and 86% believe that the company is ethical in its
business dealings.
• Continuous improvement – 91% of all respondents believe the results of this
survey will be used constructively by management; in total over two-thirds of
the 61 questions showed improvement in the scores from 2011.
From all of the data collected, three areas of improvement requiring management’s
focused attention were identified:
- Efficiency within ORYX GTL.
- Alignment between different departments.
- Communication within the company.
The Employment Engagement Survey also reflects engagement within the individual
groups and departments in ORYX GTL. The 2012 survey results were shared with
individual departments to identify specific areas for improvement; based on these
findings, an action plan was developed to ensure that employee engagement can
be sustained and improved.
As an ultimate reflection of employee engagement and satisfaction, our employee
attrition rate has remained low, although increasing from 2011’s figures. Turnover
in 2012 was 5.4% including individuals who left the company voluntarily and
involuntarily.
Attrition
Qatarisation
Our commitment to high-quality Qatarisation is underscored by our continuing
efforts to appoint and develop competent, capable, and confident Qataris
throughout the organisation. Our Qatarisation target covers highly skilled Qataris
holding employment contracts, and includes: post holders, developees, and staff
on academic study both in Qatar and overseas.
At ORYX GTL, opportunities abound for both experienced Qatari professionals
and young Qatari graduates. Experienced candidates are evaluated against jobs’
requirements of experience, qualifications, and work background; successful
applicants are offered employment as per our standard recruitment practice.
Our Qatari development process has been designed to benefit young Qatari graduates
with no prior experience who wish to join a professional working environment. This
process is tied into the Personal Career Plan (PCP) programme, which continues
to support young Qatari graduates even after their recruitment as they embark on
their newly launched career with ORYX GTL. The PCP is geared towards capacitybuilding and ensuring that young Qatari professionals can continue developing
skills, acquiring knowledge, and readying themselves for the next big step in their
professional growth. This is done by recognising their potential, identifying gaps in
skills and experience, and providing support necessary for them to take on higher
positions and larger responsibilities.
ORYX GTL also assigns mentors and coaches to Qatari developees. This mentor/
trainee relationship forms the basis of the success of the development process.
Specific efforts are made to become familiar with developees on both a professional
and personal level; this ensures that the developees are constantly challenged
beyond their current capabilities in order to grow both their technical and leadership
capacity.
The proportion of Qataris within the workforce has increased significantly each
year, growing 17% in 2012 to represent 33.2% of the organisation. During 2012,
ORYX GTL successfully recruited 32 new Qatari nationals, while 12 resigned.
2010
2011
2012
7
9
12
Non-nationals
14
12
24
Qatari nationals
Total
21
21
36
3.6%
3.2%
5.4%
Qatari nationals as
a % of the total
workforce
Nationals
% of employees
2010
2011
2012
157
189
221
26.9%
29.2%
33.2%
56
To support the recruitment of Qatari nationals, ORYX GTL participates in career fairs
and invests in potential future employees through internships and development
programmes. During 2012, ORYX GTL played an active role in sponsoring and
supporting various local career fairs, including:
• The Qatar Career Fair.
• The Qatar Independent Technical School (QITS) Career Fair.
• The Texas A&M Career Fair.
ORYX GTL supports the international exposure of national students, encouraging
them to attend international conferences and introducing them to the latest
technologies and practices worldwide.
ORYX GTL also provides exciting internship opportunities for university and college
undergraduate Qatari students eager for work experience or interested in completing
mandatory work intersession periods essential for their college programmes.
Through these internships, students have the opportunity to carry out research and
gain practical experience relevant to their areas of study. ORYX GTL partners with
Qatar University and Texas A&M University Qatar to provide internship opportunities
to engineering students, and Qatari students from other universities are strongly
encouraged to apply. Internships typically last one to two months during the summer
or winter vacation period. Interns are given a small stipend and issued certificates
indicating their participation in the internship, upon completing the programme.
Learning and Career Development
Individual career development at ORYX GTL is important to ensure that employees
stay motivated and challenged. Employees’ Personal Development Programmes
are discussed with and agreed upon by their managers, with direct reports ensuring
that individual growth is achieved through appropriate training modules (presented
both internally and externally).
The Learning and Development department (L&D) is organised and structured
to support ORYX GTL’s growth and employees’ personal development. The L&D
department is set up to deliver on the energy and industry sector’s quality Qatarisation
requirements and ensure that learning and development are adequately placed to
drive the implementation of key management strategies. This is reflected as a
central component of the ORYX GTL 2012 to 2016 strategy.
In order to deliver on ORYX GTL’s needs over the coming five years, the L&D
department consists of three main functional areas:
1. Operational Capability and Competence
2. Qatarisation
3. Talent Management
Case Study: 5th Annual Career Fair
ORYX GTL as a way to support
the future leaders of the country
and the world in reaching their
potential participated as one of
the main sponsors in the 5th
Annual Career Fair for Qatari
Students in the United Kingdom,
which took place in London 24th
and 25th February 2012.
This commitment to young Qatari
Nationals’ higher education is
part of ORYX GTL’s pledge to its
Qatarization targets, which are
key to the accomplishment of
the Qatar National Vision 2030,
which establishes Human Development as one of its pillars.
During this important event, Qatari students that are pursuing different careers across the
United Kingdom have a great opportunity to meet potential employers who are interested to
sponsor their studies in different fields and, once they finish their degrees, to give them an
opportunity to continue their development within their organizations.
This environment is a great place for ORYX GTL to meet and greet the future leaders of Qatar,
whilst offering them a chance to continue their education so that they can reach their full
potential. ORYX GTL A/HR Manager, Abdulhadi Barqan, mentioned that with its clear Vision and
Values, they can rely on this organization to grow and develop, knowing that they will contribute
in making GTL the choice.
Walter Green, ORYX GTL’s Head of Qatari Development, highlighted that in their targets and
goals, ORYX GTL pursues to have a chance to support committed students in careers that
are important and necessary for the organization, so that later on they can place these welleducated and prepared young qataris into jobs that can help them reach their potential.
With this initiative once again ORYX GTL continues its support and help to the State of Qatar’s
plans and goals, caring for its citizens and backing up their development which will enable them
to take Qatar to new heights.
58
Performance Management, Reward, and Recognition
Performance monitoring is achieved through a formal, web-based performance
appraisal process. A performance agreement is developed and agreed upon at the
start of the year, with input from both the employee and the direct manager.
Rewarding of quality performance is important at ORYX GTL; yearly salary increases
are linked to formal performance appraisals performed mid-year and at the end of
the year. Informal, intermediate discussions between the employee and the direct
manager are actively encouraged.
ORYX GTL provides its employees with competitive employment packages that are
regularly benchmarked with similar organisations in the oil and gas industry in Qatar.
Standard benefits provided to employees include:
• Life Insurance (ORYX GTL insurance scheme)
• Medical Insurance (including medical insurance and dental insurance)
• Leave (includes annual leave, sick leave, compassionate leave, maternity leave,
study leave, patient escort leave, marriage leave, and Hajj leave)
• Housing Allowance (includes company-provided accommodations or monthly
housing allowance)
• Education Assistance (primary school and secondary school)
• Furniture Allowance
• Health Club Allowance
Takreem Award
ORYX GTL has a non-monetary award and recognition scheme to acknowledge
individuals and teams who demonstrate excellence in their work and help the
organisation to achieve its objectives. The Takreem Awards have proven to be an
effective tool to motivate employees and promote active participation in all affairs
and at all levels of the organisation.
Recognized Green
Company
In this section:
• Environmental Sustainability
•
Greenhouse Gas Emissions
• Flare Reduction
• Volatile Organic Compounds VOC Emissions
• Waste management
• Water Consumption
• Energy Consumption
• Environmental Incidents – GTL Product Spills
• Go Green - Environmental Awareness
60
61
62
Recognized Green
Company
Indicators
QNV 2030
Environmental Development Pillar
“Management of the environment such that there
is harmony between economic growth, social
development and environmental protection”
- Comply/exceed MOE requirements
- CO2 footprint improvement
- ORYX GTL image management
- Environmental community projects
Indicator
2010
2011
2012
Qatar National
(QNV) 2030
(NDS) 2011-2016
Total GHG
emissions
(direct and
indirect) (tCo2
–e)
1,807,178
2,277,487
1,718,637
VOC emissions
(tons/year)
New
Indicator
105
84
Total electricity
used (MW)
9,975
10,216
10,899
% electricity
imported
of total
consumption
17%
13%
11%
Water intake
from RLC (m3)
1,210,429
1,247,157
1,310,053
Water
discharged to
sea (m3)
621,129
450,165
351,558
Waste drum
storage
6,427
3,706
938
Total Flaring
(MMSCM)
New
Indicator
634
248
• Halve gas flaring to
0.0115 billion cubic
meters per million tones
of energy produced
from the 2008 level
of 0.0230 billion cubic
meters per million tones
of energy produced.
• Lead one regional
environment effort,
and launch two
environmental projects
involving private sector
participation
• Enact a
comprehensive National
Water Act groundwater,
conserve freshwater
aquifers where possible
and eliminate excess
water in Doha’s water
table.
• Recycle 38% of solid
waste, up from the
current 8%.
• Eliminate instances
of excess ozone levels
through improved air
quality management.
• Establish a
comprehensive
electronic biodiversity
database
Establish a solid waste
management plan,
strongly emphasizing
recycling.
• Preserving and
protecting the
environment, including
air, land, water and
biological diversity
• A proactive and
significant international
role in assessing the
impact of climate
change and mitigating
its negative impacts,
especially on countries
of the Gulf
• Support for
international efforts to
mitigate the effects of
climate change.
• A fully developed gas
industry that provides
a major source of clean
energy for Qatar and
for the world.
64
Recognized Green
Company
ORYX GTL is strongly committed to protecting our environment
by implementing best practices and by strictly adhering to the
environmental requirements of the Ministry of Environment
(MoE) and Ras Laffan City (RLC). To ensure compliance with
ORYX GTL’s Consent to Operate and other legal requirements,
the environmental section of ORYX GTL prescribes to an
environmental monitoring and reporting programme, which
includes monitoring of emissions, noise levels, groundwater
quality and quantity, and quantity of treated industrial water
discharged to the sea.
Environmental Sustainability
ORYX GTL’s commitment to the environment is entrenched in the company Vision
and Values, to be a ‘principled, environmental responsible company’. ORYX GTL is
strongly committed to protect the environment by implementing best practices and
adhering to (and do better than) National (Ministry of Environment-MoE), Regional
(QP Ras Laffan City -RLC) and Shareholder environmental requirements. As part of
the Integrated Management System (IMS) approach followed by ORYX GTL, ISO
14 001:2004 Certification was achieved and maintained since December 2007.
The principles of these management systems are embedded in the ORYX GTL
Business Cycle, focusing the company’s efforts towards Sustainable Environmental
awareness and orientation across the company.
Greenhouse Gas Emissions
The growing world energy demand for fossil fuels plays a key role in the continuous
increase in greenhouse gas (GHG) emissions into the atmosphere. ORYX GTL started
to report GHG emissions since 2010, the inventory for the calendar years 2010 till
2012 being verified by SGS auditors in accordance with the ISO 14064-3:2006
requirements. During 2012, a 23% reduction in GHG emissions from the ORYX GTL
facility was achieved compared to 2011 levels due to maximized gas utilization of
tail gas as fuel and stable plant operations. Achieving ISO 14064 GHG verification
certification is the culmination of continuous development of the ORYX GTL’s GHG
accounting and reporting program. As a global leader in the GTL industry, ORYX GTL
plans a 30% GHG emissions reduction by 2017 compared to the 2011 baseline
emission levels. The long-term GHG emission reduction program shall include flare
gas recovery project, resource optimization, and energy conservation.
2012 GHG Emission Data in t CO2(e)
GHG
Gas
Annual
Emissions
Tonnes
GWP
Annual
Emissions
(t CO2(e))
CO2
1,717,618.47
1
1,717,618
CH4
19.58
21
411
N2O
1.96
310
607
Total
1,718,637
ORYX GTL established a risk based approach in order to ensure that all ORYX GTL
projects environmental risks are assessed. These risks are assessed during the annual
business planning cycle and included as projects of strategic importance.
In order to ensure compliance with ORYX GTL’s Consent to Operate and other legal
requirements, ORYX GTL’s Environmental Section implemented an environmental
stewardship program committed to improved environmental performance, which
includes but is not limited to monitoring and reporting of emissions and effluents,
including treated industrial water used for landscaping, Green House Gas (GHG)
and flare reduction, waste management and reduction efforts, spill prevention,
environmental noise levels and groundwater quality and quantity monitoring
Figure 9: Annual GHG Emissions 2010-1012
Environmental Achievements during 2012:
• Achieved and maintained ISO 14001:2004 since December 2007
(obtained within first year of operation).
• Even with highest production levels since start-up, the environmental
impact with regards to flaring, GHG emissions, waste production, and water
discharge to sea reduced with focused efforts, with exceptional results
achieved especially during 2012.
Achievement
Tail gas utilization as fuel as well as increased plant operational stability and
reliability are main contributors to GHG emission reduction in 2012, resulting
in a 23% GHG emission reduction compared to the 2011 baseline levels.
66
Flare Reduction
Achievement
Qatar joined the World Bank’s Global Gas Flaring Reduction program in 2008 with
a commitment to halve gas flaring to 0.0115 bcm per million tons of energy
produced from the 2008 level of 0.0230 bcm per million tons of energy produced
in its National Development Strategy for 2011-2016. In order to support this
national vision statement, ORYX GTL developed a flare minimization program
with an objective to reduce the flaring volume to 0.18% of total feed gas, even
though the Ministry of Environment requirement is 0.3%. The Flare minimization
program (FMP) is a five year project aiming to achieve near-zero flaring during
normal operation by 2017. The main benefit from the project would be reduced
greenhouse gas emissions and improved energy and carbon efficiency of the facility
by reduction of natural gas as fuel. The FMP consists of short, medium and long
term actions, the key focus areas are summarized below:
Short term
Medium Term
Long Term
Increase consumption
of tail gas as fuel within
the process units, with a
target completion date of
year-end 2012.
Increase consumption
of vent gas and tail gas
as fuel in the ATR and
steam generation units,
with a target completion
date of year-end 2013.
Recompress vent gas to
be used as fuel in the
process units, with a
target completion date of
year-end 2017.
ORYX GTL already executed total projects worth 56 million USD which will directly
or indirectly support the drive to reduce flaring.
• 65% flaring reduction achieved compared to 2011 flaring levels.
• 83% of generated tail gas was used as fuel in 2012 which resulted in a
67% reduction in tail gas to flare compared to 2011.
• Various flare reduction initiatives contributed to a 23% GHG reduction in
2012.
• Natural gas fuel consumption reduced 5%, even though the facility
production rate increased 6% in 2012 due to high rate utilization of tail gas
as fuel.
Figure 11: Flaring Data in ton 2010 - 2012
Highlights of the Flare Minimization Program
By 2017
• Overall 90% flaring reduction can be achieved
• Flare minimization program can contribute to reduce 30% GHG emissions
• Carbon efficiency of the process can be improved around 1 ~ 1.5%
• Natural gas resource utilization as fuel can be reduced by up to 40%
Figure 10: Flaring Sources
68
Volatile Organic Compounds (VOC) Emissions
As part of ORYX GTL’s commitment to comply with legal requirements, and our strive
to exceed these requirements, ORYX GTL implemented a ‘Smart’ Leak Detection
and Repair (LDAR) program, with the objective of detecting and repairing major
leaks quicker and more effectively than conventional monitoring methods.
During the 2012 monitoring program, 181 leaks were identified in the facility
which emitted approximately 290 ton of VOC emissions to the atmosphere. After
implementing the repair program, emissions were reduced to 83.8 ton. Due to
Smart LDAR
Teamprogram 70% leaks were arrested, which
implementation
ofImplementation
effective maintenance
contributed a significant 71% reduction in VOC emissions as well as minimized
potential safety and fire risks.
Figure 14: Indirect GHG Emission Reduction due to Smart LDAR Program
Achievement
• 70% leaks arrested which contributed to 71% VOC emission reductions
• 23% indirect GHG emission reduction achieved compared to the 2011
program
Figure 12: Smart LDAR implementation team
Figure 13: VOC Emissions
Other Air Emissions - NOx
Continuous monitoring of air pollutant emissions from all stationary combustion
sources is important to demonstrate ORYX GTL compliance and to evaluate
efficiency of emission control technologies. The Continuous Emissions Monitoring
System (CEMS) units at ORYX GTL continuously measure all emissions from the 9
ORYX GTL stacks. ORYX GTL successfully implemented the CEMS Relative Accuracy
Test Audit (RATA) program during 2012. The main objective of the CEMS -RATA
campaign was to demonstrate ORYX GTL’s operational compliance with regulatory
emission limits as per Consent to Operate (CTO) requirements. All the ORYX GTL’s
CEMS units were audited in accordance with the USEPA 40 CFR 75 guidelines by
a third party auditing team. Results indicated that all the CEMS relative accuracy
levels are within the specified limits of 10%.
CEMS RATA Implementation Team with Mobile RATA Unit
Treated Industrial Water (TIW) used as Irrigation Water in RLC
Process wastewater generated from ORYX GTL is treated in a wastewater treatment
facility on site. A portion of the TIW is used for landscaping and cooling tower
makeup water at ORYX GTL. The rest is routed to QP RLC where it is utilized for
landscaping irrigation and fire water.
Figure 15: CEMS RATA Implementation team with mobile RATA Unit
Boilers NOx Emission
Unit-20, 50 & 60 NOx Emission
80
100
70
80
mg/Nm3
mg/Nm3
60
50
40
30
60
Figure 17: ORYX GTL TIW Reuse % 2009 – 2012 (annual avg)
40
20
20
0
10
2007
0
2007
2008
Boiler-A
2009
2010
Boiler-B
2011
Boiler-C
2012
Limit
2008
2009
2010
Unit-20 Train-1
Unit-20 Train-2
Unit-50 HF-002
Limit
Super Heater NOx Emission
2011
2012
Unit-60
Unit-50 HF-001 NOx Emission
140
100
120
80
mg/Nm3
100
mg/Nm3
70
80
60
40
60
40
20
20
0
0
2007
2008
2009
2010
Superheater
2011
Limit Superheater
2012
2007
2008
2009
Unit-50 HF-001
2010
2011
2012
Limit U-50 HF001
Figure 16: NOx Emissions
Achievement
• NOx emissions reduced since 2008 due to boiler and heater optimization.
• NOx emissions were always within the limiting standard prescribed by
Ministry of Environment since 2009.
Figure 18: QP RLC Landscaping project, Ras Laffan Avenue
72
Achievement
Significant progress were made on the 2010 (initial) TIW reuse action plan,
with approximately 80% of ORYX GTL’s TIW being reused during 2012 in
the QP RLC Landscaping Phase 1 / TIW Utilization project.
Quality of TIW released by ORYX GTL for landscaping purposes adhere to the
Irrigation Water quality requirements stipulated in an agreement established
between QP RLC and ORYX GTL, based on Qatar’s Environmental Protection Law
executive Bylaw requirements. (ORYX GTL’s Laboratory is ISO 17025 accredited
since December 2010.)
During 2012, ORYX GTL submitted a revised Time Bound Compliance Action Plan
(TBCAP) with commitments to achieve a zero discharge to sea target by December
2016, working closely with QP/RLC and other End Users to ensure that this
committed date is met.
Waste Management
In ORYX GTL’s continuous strive to be an environmentally responsible company,
sound waste management principles are investigated and followed for generated
waste streams to support the Reduce, Reuse, Recover and Recycle (4R) approach.
Since start up in of the facility end of 2006, various waste management and
recovery initiatives around the world were investigated with the focus on recycling
and recovery. These initiatives resulted in the on site waste inventory to reduce with
95 % from 2008 till 2012.
Highlights of Zero Water Discharge Plan
By December 2016, Zero discharge of irrigation quality water to sea can be
achieved.
ORYX GTL will continue to supply TIW to QP RLC for use in the existing
Phase I of the landscaping project. Although the West Sewage Effluent
Treatment Plant is already part of Phase I of the RLC landscaping project,
an additional connection line between the East and West Sewage Effluent
Treatment Plants is investigated to ensure that TIW from ORYX GTL is utilized
as irrigation water past December 2016. ORYX GTL initiated the feasibility
study for this interconnecting line.
Figure 19: Onsite Waste Inventory Management
Figure 20: Waste Disposal
74
During the TIW water treatment process, bio sludge is produced and treated at an
onsite land farm, contributing to approximately 76% of the total volume of waste
generated by ORYX GTL.
Of the wastes ‘disposed’ off site, approximately 25% of ORYX GTL’s waste is either
recycled or recovered (6% of annual total volume produced). During 2012, waste
recovery initiatives included:
• Metal recovery from Spent Catalyst (platinum, cobalt and other precious metals),
the platinum re-used in ORYX GTL’s catalyst production cradle to cradle life
cycle
• Hydrocarbon/ energy recovery at metal recovery company to recover energy
from wax rich process wastes
• At the end of 2011, ORYX GTL awarded a contract to a local company in Qatar
to convert oily hydrocarbon wastes into valuable recovered industrial fuel oil.
During 2012, approximately 1015m3 tons of hydrocarbon waste was reworked,
recovering 51% industrial oil from these wastes.
Adding value to waste- Pyrolysis Technology
• ORYX GTL stepped up its commitment to a more sustainable future by
investigating in ‘greener, responsible technology’ to convert generated
industrial waste into valuable products, fulfilling criteria to providing
a one-stop solution for all process wastes, minimizing landfill space
required for disposal, and reducing greenhouse gas emissions (compared
with conventional incineration). Assessed against conventional disposal
technologies available globally, the environmental benefits of pyrolysis
technology were superior. The technology offers significant resource
savings, as recovered industrial fuel oil can be used as fuels.
• By applying this emerging technology and demonstrating how industrial
wastes can be converted into valuable by-products, ORYX GTL is reducing
its environmental footprint and addressing key sustainable development
objectives, supporting Qatar’s National Vision 2030.
Non-hazardous inert waste produced at ORYX GTL is disposed at the RLIC Waste
Management Facility landfill site with the necessary approvals from RLIC.
Hazardous wastes, not suitable for recovery, is either disposed of at MIC Hazardous
Waste Treatment Facility with the necessary approvals from MIC and MOE, or
stored in an environmentally responsible manner at the onsite Hazardous Waste
Storage area until a disposal solution is determined.
In a drive to continually improve, various waste reduction at source projects were
also initiated to reduce process waste, e.g.
• U30 filter cake reduction from 88 ton / month since 2007, to approximately
25 ton / month during 2012, resulting in a 72% reduction
• Investigate spent catalyst regeneration
Achievement
• Waste Inventory reduced by 95 % from 2008 till 2012
• Of the wastes ‘disposed’ of site, approximately 25% of ORYX GTL’s waste
is either recycled or recovered (6% of total volume produced)
• Establish Pyrolysis Hydrocarbon recovery technology in Qatar – Recovering hydrocarbons from waste
Figure 21: Valuable Product Recovery from ‘Hydrocarbon’ waste
Achievement
• 1015m3 of hydrocarbon and sludge waste was processed using pyrolysis
technology
• 51% of industrial oil was recovered from this hydrocarbon
76
Water Consumption
Energy Consumption
Water Intake from Ras Laffan
ORYX GTL imports desalinated water from RLC for various applications within
the plant in Ras Laffan, including production of boiler feed water, production of
potable water, process water, and water for use in fire-fighting. A slight increase
in demineralised water consumption was recorded in 2012 due to the ORYX GTL
facility operating at higher capacity. A total volume of 1.7 million cubic meters of
TIW was discharged in 2012.
ORYX GTL generates its own electricity from steam-driven generators during
normal operation. However, during start-up and shut-down activities, electricity
is imported from Ras Laffan City (RLC). The percentage of electricity imported
from RLC reduced steadily from 2009, indicating a more efficient use of our own
generated electricity. ORYX GTL is also running with progressively greater stability,
with a resulting increase in availability. This reduces the number of start-ups and
shut-downs, resulting in greater efficiency of electricity generation.
Demineralised water consumption
Electricity Consumption
Water intake from RLC (m3)
2010
2011
2012
1,210,429
1,247,157
1,310,053
Water Discharge
ORYX GTL also exports Treated Industrial Water (TIW) for use in Phase I of the
RLC Landscaping project. Any excess TIW that cannot be accommodated in the
landscaping project is discharged to the sea. A total volume of 1.7 million cubic
meters of TIW was discharged in 2012. ORYX GTL has initiated a number of
projects in recent years to minimise the TIW routed to the sea, mainly featuring the
recycling of TIW as cooling water internally within ORYX GTL.
2010
2011
2012
Total electricity used (MW)
9,975
10,216
10,899
Electricity imported from
RLC (MW)
1,695
1,363
1,222
Electricity generated (MW)
8,281
8,853
9,677
% electricity imported of
total consumption
17%
13%
11%
Water exported from ORYX GTL
2010
2011
2012
1,585,448
1,650,938
1,730,757
Water discharged to RLC landscaping
(m3)
954,320
1,200,773
1,379,199
Water discharged to sea (m3)
621,129
450,165
351,558
39%
27%
20%
Total water discharged (m3)
% of export water discharged to sea
Cooling Water
ORYX GTL imports seawater into the facility for use as cooling water. This oncethrough cooling water is discharged into a common seawater channel outfall
managed by RLC, which imposes strict specifications on the differential temperature
and residual chlorine. As for 2012, ORYX GTL has discharged a total volume of
127.4 million cubic meters of cooling water into the seawater channel outfall.
Following detection of a subsurface product line leakage at Unit 84 Tank Farm in
August 2011 and October 2012, ORYX GTL reported the incidents to authorities,
and initiated an in depth investigation to assess the extent of soil and groundwater
contamination to identify and advise on remediation options.
Site investigations revealed that the spills were contained and that early actions
taken by ORYX GTL significantly mitigated spread of the free hydrocarbons (sealing
of sub-surface pipe sections, installation of a bypass lines and removal of significant
quantities of hydrocarbon from groundwater). Authorities, future tank farm owners
and neighboring companies were informed and consulted. Remediation training
was organized to raise remediation awareness at ORYX GTL. Remediation activities
are planned for 2013. ORYX GTL committed a budget of approximately $3.2
million for remediation activities.
Environmental Commitments 2013 and beyond
Cooling water discharged to sea
Once-through cooling water (m3)
Environmental Incidents – GTL Product Spills
2010
2011
2012
108,496,648
117,550,795
127,419,992
• Target zero water discharge to sea by December 2016
• Optimize plant operation / stability to minimize process upsets and
consequential unplanned flaring, with an objective to reduce the flaring
volume to 0.18% of total feed gas by end of 2017.
• Tank farm Remediation activities.
78
Go Green - Environmental Awareness
In line with ORYX GTLs commitment to be recognized as a ‘Green’, environmental
responsible company, various Environmental Awareness/ Go Green projects were
initiated since 2010.
• ORYX GTL values its employees and families. We believe that raising awareness
will support a sustainable future. Since 2010, ‘Green’ awareness articles are
published in the ORYX GTL monthly newsletter with news on progress on
Environmental campaigns.
• ORYX GTL accomplished 3.45 % landscaped / green area of the total leased
land area with a further commitment to reach 7.5% by the end of 2013,
exceeding the of 3.5% QP RLC Land Lease Agreement greening/ landscaping
requirement.
• As part of its social responsibility and in line with Qatar National Vision 2030
and Qatar’s Green strategy, ORYX GTL strive for environmental excellence with a
positive impact on the environment and contributed on regional level (northern
communities) during 2012:
o Visiting schools in Al Khor to instill environmental education and plant Sidra
trees with the students.
o Supporting the biggest Tree Planting Campaign in Qatar, donating a total
of 12,000 palm and fruit trees to Al Daayen Municipality for a planting
project conducted in conjunction with the Ministry of Municipality and
Urban Planning. The campaign also has important educational dimensions:
encouraging children to nurture trees.
• On national level, ORYX GTL
o Sponsored the World Environment Day (celebrated each year on the 5th of
June), with a Platinum sponsorship, building relationships with the Friends of
the Environment, UNEP and local schools.
o Participate in the annual QP Environmental Fair.
o Provided support to the Sector of Natural Reserves (Ministry of Environment)
to:
- Protect Qatar’s national animal, the oryx antelope, and
- Conserve soil /dunes at Khor Al Udeid.
Recognised Good
Corporate Citizen
In this section:
• Reaching Out to the Local Community
• Promoting Education and Development
• Improving Health • Protecting the Environment
80
81
82
Recognised Good
Corporate Citizen
ORYX GTL – Key
Performance Indicators
QNV 2030
Social Development Pillar
“Development of a just and caring society bases
on high moral standards, and capable of playing
a significant role in the global partnership for
development”
- Corporate social investment
- Community projects
Indicator
Qatar National
(NDS) 2011-2016
Qatar National Vision (QNV)
2030
To be developed and published in
the next report
• Reduce the annual number
of road accidents from 300
per 100,000 people to 250
and related fatalities from 14
per 100,000 people to 10.
• Increase participation in
sports and physical activity
by Qatari men, women and
children.
• Implement a corporate
responsibility framework
suited to the country’s
economic, political and
social context, including a
monitoring system.
• Improve the country’s
national image regionally and
globally to strengthen Qatar’s
position as a cultural hub.
• Establish a secure and
stable society operating on the
principles of justice, equality and
the rule of law
• Recruitment of the right mix
of expatriate labour, protecting
their rights, securing their safety,
and retaining those who are
outstanding among them
• An effective social protection
system for all Qataris that ensures
their civil rights, values their
contribution in developing their
society, and ensures an adequate
income to maintain a healthy and
dignified life.
84
Recognised Good
Corporate Citizen
In line with our Visions and Values, and through
benchmarking with Qatar Petroleum and the energy
and industry sector, ORYX GTL launched its Corporate
Social Responsibility (CSR) Programme.
ORYX GTL’s CSR programme defines the company’s obligation to consider the
interests of its stakeholders and the social and environmental consequences of
its business activities. Driven by its commitment to the community, ORYX GTL
considers CSR to be an integral part of good organisational governance and best
practice of business. The ORYX GTL CSR programme focuses on four pillars:
•
•
•
•
Reaching out to the local community
Promoting education and development
Improving health
Protecting the environment
Reaching Out to the Local Community
ORYX GTL’s CSR programme for social development emphasises the family and its
well-being as the first element in building a society based on a solid foundation.
To help achieve this strategic goal, ORYX GTL has committed itself to supporting
organisations that improve opportunities for people who live in the State of Qatar.
By effectively participating in broad community social development programmes,
from donations to health organisations, from actively supporting safety awareness
campaigns to conducting visits and social activities with various sectors in need,
ORYX GTL aims to make a positive difference in Qatar’s society.
Such commitments reflect ORYX GTL’s role in providing support to members of the
Qatari society – especially vulnerable groups – and demonstrates our recognition of
the work undertaken by worthy associations. In addition to supporting charitable
and non-profitable organisations, ORYX GTL has provided moral and educational
support to the Qatari community by offering workshops that educate and raise
awareness on health and environmental issues.
The ORYX GTL CSR programme has paid special attention to the country’s northern
area. In association with Qatar Petroleum and Ras Laffan Industrial City (RLIC), we
have initiated a Community Outreach Programme (COP) to execute educational,
social, and investment programmes for the welfare of the people. The COP has
identified a need to establish closer interactions between, build better working
relationships with, and better manage the expectations of the communities of Al
Khor, Al Dakira, and the north in general.
With these activities and commitments, ORYX GTL is actively engaged with
other COP parties in executing environmental, safety, health, and educational
programmes that provide direct benefits to the northern communities of Qatar and
raise awareness in these locations.
As part of its celebration of Eid Al Adha in October, ORYX GTL visited the home for
the elderly, presenting gifts to the Elderly and spending quality time with them. The
company also visited kids in Hamad Hospital, presenting gifts to them as well. This
visit built relations with between ORYX GTL, Hamad hospital and the community.
RLIC Community Outreach Programme
The Community Outreach Programme is an initiative aimed at creating a more
respectful, trust-based partnership between companies based in Ras Laffan Industrial
City and surrounding communities, as well as a platform to develop sustainable
projects in line with the Qatar National Vision 2030. The founding members of
the COP are Qatar Petroleum, Al Khaleej Gas, Dolphin Energy Limited, ORYX GTL,
Qatargas, RasGas, and Qatar Shell.
Promoting Education and Development
Within the framework of its programmes to support Qatari society, ORYX GTL has
concentrated efforts to attract young skilled Qataris and to further train them as
part of the ultimate goal of successfully implementing the Qatari development
strategy. Every year, ORYX GTL conducts a summer training programme to provide
Qatari high school students with work experience and an early exposure to the
professional working environment. These placements introduce students to the
nature of work in the oil & gas industry and allow them to assess their aptitude
and interest in the field. The programme typical lasts for 1-2 months, during the
summer vacation period at school. Upon completing the programme, students are
provided with a small stipend and issued certificates indicating their participation in
the training.
As part of its ongoing Corporate Social Responsibility (CSR) programme, in January,
ORYX GTL sponsored a tree planting campaign, in collaboration with Al Khor
International School. The campaign saw the planting of trees, giving of gifts to
school children and creation of environmental awareness on the benefits of tree
planting. ORYX GTL built good relations with Al Khor International School through
the sponsorship of this event.
Also in January, ORYX GTL sponsored students at Kodorat Center for Microsoft
training courses. The training which lasted between June 2011 and end of Jan
2012 was of immense benefit to the students. The Certificate ceremony was
held at the end of the training courses with certificates and gifts presented to
deserving students. ORYX GTL built strong relations with Kodorat Center, Al Khor by
sponsoring the event.
86
Case Study: Microsoft, ORYX GTL and QITS enhance computer literacy skills
for women in Qatar
As part of Microsoft Qatar’s efforts to
promote digital learning in Qatar and in
line with the country’s 2030 vision, a
digital literacy program targeting women
was launched in association with ORYX
GTL and the Qatar Independent Technical
School (QITS).
Through the program’s digital literacy
curriculum, women at the Qudurat
Center in Al Khor were trained on basic
IT concepts, Microsoft word, Microsoft
Excel, Windows 7 operating system, and
were also provided with courses to give
them a general understanding of computer security and privacy.
“At Microsoft we are committed to driving local growth by supporting the human foundation
of knowledge-based economies through access to technology, training programs, public and
private sector partnerships and education initiatives,” said Microsoft Qatar Country Manager
Naim Yazbeck. “We’re very proud to be supporting the women of Qudurat Center together with
our partners ORYX GTL and QITS and hope to help them develop their computer literacy skills
in order to be better equipped for future job opportunities.”
ORYX GTL took on the task of identifying the needs of the community as part of the company’s
corporate social responsibility program. The global leader in the GTL (gas to liquids) industry also
supported the program by providing hardware to the Qudurat center that was used for training
during the women’s courses.
“We are constantly looking at ways to give back to the community that we operate within,”
said Katia Youssef Abboud, ORYX GTL Public Relations and Communications Manager. “Helping
the women at Qudurat center is an excellent way to enable them to work towards a better
future for themselves and we hope to continue to support the community with similar initiatives
moving forward.”
Eighteen women took part in the training courses which were conducted by QITS between
January and February in two separate course levels depending on the participants’ existing
technology skills. The women who took part in the training courses were provided with
certificates at a ceremony upon completing the program and learned the vital skills needed to
progress in the job market.
By supporting the women at Qudurat Center, ORYX GTL and Microsoft were able to facilitate
access to technology skills, therefore giving these women vital skills that will offer more
opportunities for advancement in the future in the hopes of contributing to the economic
growth of the country.
ORYX GTL in collaboration with the Supreme Education Council and Oryx advertising
sponsored Energy Awareness Drive with Green Programme for Schools in several
schools and colleges in February. The program which ran from February till September
2012 was effective in helping to foster energy efficiency habits in young students
that could last a lifetime, increasing the energy efficiency awareness among kids in
an educational but fun way. This built closer and stronger relations between ORYX
GTL and Ministry of interior as well as schools and local communities in Qatar.
In March, ORYX GTL in partnership with Qatar University sponsored a Gas Processing
Symposium at Qatar University from 5 to 7 March. The symposium, organized by
Qatar University drew intensive participation from government, academia and the
industry to discuss and debate the crucial global topic of natural gas and more
specifically, the theme of “Diversity in Natural Gas Utilization”. The event created ample
opportunity for participants to discuss wide-ranging themes such as Environmental
sustainability, Clean production and efficient use of natural resources, Sustainable
technologies for carbon sequestration and utilization, Efficient Utilization of natural
resources, Assessment of sustainability and life cycle analysis, Technological and
Natural Disasters, and Gas and energy modeling. A plant tour was also organized for
all participants. As a lead-up to the event, a series of pre-symposium workshops
was held on hydrates and “GTL from well to wheel”.
Also in March, ORYX GTL donated Science Laboratory Equipment at the Learning
Centre at Qatar Foundation as part of its commitment to fostering quality education
in Qatar. The CEO also visited the Awsaj Academy on the 29th of March as a guest
speaker during one of their school events to encourage the students and teachers
and inspire them to strive for excellence. This gesture created better relations
between Awsaj Learning Centre, the students, parents and Qatar Foundation as
well.
In May, ORYX GTL sponsored two academics from TAMUQ and QU to attend the XTL
conference – 22-23 May in the UK. The World XTL, which has been championing
the industry for over a decade provided updates on the progress and opportunities
in gas, coal and biomass to liquids and also offered opportunity for industry leaders
and experts to network and discuss the current challenges and possibilities of XTL.
This gesture boosted the relationship between ORYX GTL, TAMUQ and QU.
ORYX GTL sponsored Qatar University Chemical Engineering Design Award contest
in June. A Plant tour was also organized for the students inspiring the young students
creating an awareness and appreciation for GTL technology. This sponsorship built
strong relationship between ORYX GTL, QU and GPC.
In November, ORYX GTL sponsored the translation Equipment and the “Learning
difficulties conference” at the Learning Center at Qatar Foundation. This equipment
which is hoped to support and enhance learning among Awsaj student was a
reflection of ORYX GTL’s commitment to education in line with QNV 2030. This
sponsorship further strengthened good relations between Awsaj Learning Center,
the students, their parents and Qatar Foundation as well as other schools in Qatar.
The GASNA competition sponsored by ORYX GTL in November is a national initiative
by Qatar University that aims at increasing society’s awareness about Gas as well as
88
the environmental impact. It encompasses various activities including seminars at
schools, workshops and visiting sponsoring companies. This event has a big number
of participations from most of national, international and independent schools in
Qatar. ORYX GTL’s sponsorship of this event built relations between ORYX GTL,
schools in Qatar and GPC and QU.
The following benefits have been identified:
• This event constitutes a tangible support of the Qatar National Vision 2030 in
terms of education, environment and sustainability
• It strengthens our relationship with the National University and the education
system in Qatar.
• This event has a big number of participations from most of national, international
and independent schools in Qatar.
• ORYX GTL can nominate a representative to speak in the Gasna events such as
the Open day and Closing Ceremony.
Case Study: ORYX GTL supports Awsaj Academy
Doha, June 6th, 2012 – Ten graduates
received their diplomas marking the first
graduation ceremony under the new name
Awsaj Academy (formally the Learning
Center). The ceremony took place in
Awsaj Academy’s new building in Qatar
Foundation on June 6th and was attended
by parents, staff and several distinguish
guests, including. Fahad Al-Subaiey Chair
of the Board of Governors of Awsaj
Academy, Mr. AbdulRahman Al-Suwaidy,
CEO of ORYX GTL, Dr. Saif Ali Al-Hajari,
other Awsaj Academy Board Members
and distinguished guests.
The pre-ceremony event included several musicians from Qatar Music Academy. The audience
was mesmerized by the musicians› performance. The ceremony officially began with the Qatar
National Anthem followed by the reciting of the Holy Qur›an by graduating seniors Tamim
Mohamed Al-Thani and Mohamed Khalifa Al-Thani. In his welcoming address, Dr. Ralph Pruitt,
Director of Awsaj Academy, recognized the graduates by saying, «Today you are leaving with a
diploma that is recognized by colleges around the world. You have been successful due to your
perseverance and desire to achieve in order to meet an important goal.» He then addressed
the graduates by reminding them to thank the people that helped them along the way saying
«Thank your family, and especially your parents for believing in you and for raising you to value
education, overcome difficulties, and turn your weaknesses into strengths.» In his speech Dr.
Pruitt continued to talk about the changes that the Academy has gone through «We are a rebranded organization with an updated and innovative mission and vision.» Dr. Pruitt thanked Her
Highness Sheikha Moza bint Nasser, the Chairperson of Qatar Foundation for Education, Science
and Community Development, QF leadership, and each member of Awsaj Academy›s Board of
Governors by saying «Without their support and leadership we could not have expanded both
in size and scope or been successful in rebranding our center.»
Mr. AbdulRahman Al–Suwaidi, CEO of ORYX GTL was the keynote speaker for the evening.
Inspiring and encouraging the audience, Mr. Al-Suwaidi talked about the importance of pursuing
higher education. «You can achieve your goals and work your way up the career ladder if you
approach studies and life with hard work, drive, determination and enthusiasm. By pursuing
higher education the sky really is the limit for those who apply themselves diligently.»
He continued by reminding the
audience of how fortunate they are
to be a part of Qatar Foundation.
Mr. Al-Suwaidi said “Awsaj Academy
is a unique institution which uses
advanced teaching methods to achieve
outstanding results. As part of the Qatar
Foundation stable, it is no surprise that
the Academy should set unparalleled
benchmarks of excellence which are
the envy of other specialist educational
establishments in the region. Everyone
associated with the Academy should be
grateful to have the unwavering support
of such a world-class organization.”
During some emotional speeches, the high school teachers spoke highly of all the graduates
and expressed their feelings for the departure of their students. «Teachers are not supposed to
have «favorites,», but I›m going to break that rule and admit that Fatima Mohammed is one
of my all-time favorite student» said Mrs. Deleew the high school teaching coach, speaking
about the student Fatima Mohammed. When describing the student Khalifa Al-Kuwari, Mr. Nait
the high school Math teacher said «We will definitely miss his kindness and positive attitude.»
Addressing the student Hassan Makki, Mr. Spaulding the high school Math teacher said, «He
frequently would participate in good-hearted joking with myself and classmates. He always had
a good sense of how to have fun with his class but not overstep boundaries.»
Emphasizing the importance of this day
was graduate, Abdulrahman Al-Thani,
he expressed his sincere appreciation
for all the support that he has seen
throughout the years. «thank you for
showing me the way all these years.
Two years ago I struggled with writing.
The teachers helped me develop my
skills. They forced me to write over and
over again until my hands were tired.
They are my second parents because
they helped me succeed. Every time I
write I will remember them.»
Dr. Don Francis, Awsaj Academy high
school Principal encouraged the graduates to be responsible citizens by saying «Make tomorrow
unforgettable! Plan ahead, stick with your plan regardless of the challenges, and live your
dreams.» He added «I have no doubt that you are future world leaders, and commend you
ahead of times for the accomplishments the future will hold for you.» Dr. Don Francis ended
the ceremony by declaring that the candidates had successfully completed the Awsaj Academy
course of study. Diplomas and Gifts were awarded by Mr. Fahad Turki Al-Subaiey, Chair of the
Board of Governors of Awsaj Academy, Dr. Ralph Pruitt, Director of Awsaj Academy, and Dr.
Don Francis, High School Principal to Artem Lobodanov, Tamem Mohamed Al-Thani, Hassan
Mahmoud Makki, Khalifa Jabor Al-Kuwari, Abdulrahman Abdulla Al-Thani, Abdulla Mohamed
Falamarzi, Fatima Abdulhussain Mohammed, Fahaid Ghanim Al-Solaiti, Mohamed Khalifa AlThani, and Maryam Abdulla Al-Mutawaa. This year›s graduates plan to continue their studies at
colleges and universities in Qatar, and abroad.
Awsaj Academy is a member of Qatar Foundation that serves students with learning challenges
in grades 1-12. Students are served in small classrooms with no more than ten students.
Teachers use evidence based instructional practices to meet the individual needs of students
with additional support provided as needed.
90
Recognized Good Corporate Citizen
Improving Health
A healthy body leads to a healthy mind, as the saying goes. With this wisdom in
mind, ORYX GTL has incorporated sports activities into our CSR programme, and
the company has sponsored Al Kharaitiyat Sports Club since 2010. This year, the
company extended its sponsorship to the female football team.
In February, ORYX GTL organized a health and fitness campaign as part of the
celebration of the Qatar National Sports Day on the 14th February. The theme for
the event: “Sports for a Healthy Body and Mind” got across to over 20,000 people
who commute in and out of RLIC as well as those in Doha. ORYX GTL’s pledge
to supporting the State of Qatar in achieving the set goals in its Qatar National
Vision 2030 was reflected in the company’s active participation during Qatar
National Sports Day activities as well as offering tools to its employees on how
to incorporate sports and fitness in their everyday activities, which will positively
affect their quality of life and well-being. . The event also featured games and
competitions like Count your steps Contest, Football Day at Kharatiyat Club facilities
(as a benefit of our sponsorship of the club), motivation and fitness campaign with
Health team, internal Fitness campaign, brochures in clinics and internal posters
about benefits of exercise in all Bulletin Boards and digital signage campaign in
ORYX GTL premises with fitness tips.
Motivation and fitness campaign with Health team, internal Fitness campaign,
brochures in clinics and internal posters about benefits of exercise in all Bulletin
Boards and digital signage campaign in ORYX GTL premises with fitness tips.
This created an opportunity for ORYX GTL employees and their families to engage
in health and fitness activities for the betterment of their health and well-being.
Consequently, it strengthened the relations between Dolphin Energy, ORYX GTL
staff, Sasol and QP staff too.
During the Garangou celebration in August, ORYX GTL visited and presented gifts
to children in Hamad hospital, as a show of empathy and encouragement to the
children, who are members of the community. This visit enhanced better relations
between ORYX GTL, Hamad hospital and the general community.
Recognized Good Corporate Citizen
Case Study: Qatar National Sports Day
ORYX GTL as part of the Qatar
National Sports Day activities, its
pledge to supporting the State of
Qatar in achieving the set goals in its
Qatar National Vision 2030, and its
2012 Corporate Social Responsibilities
initiatives, proposed February as its
Fitness, Sports and Health Month.
This is a commitment that ORYX
GTL is taking in supporting the State
of Qatar, as well as offering tools to
its employees on how to incorporate
sports and fitness in their every day
activities, which will positively affect
their quality of life and well-being.
With different internal campaigns and initiatives created, ORYX GTL is moving forward in its
pledge to working to be a healthier and fitter company.
S ome of the numerous initiatives that ORYX GTL did throughout February include: the OneDay Step Counting Competitions for all employees to track their steps during the QNSD and
see who was the most active one; the Active-Family Competition, in which employees will
feel a form showing the different way they incorporate fitness and sports in their family life; a
joint campaign with RLIC with the theme “Sports for a Healthy Body and Mind”, in addition to
internal Fitness and Wellness Campaigns.
This first Fitness, Sports and Health Month closed with great results in the competitions, as
well as high participation of the ORYX GTL employees in all the prepared activities, which show
their commitment to being healthier. With this active month, the ORYX GTL team secures a
future where all its members will strive for fitness and health, so that together they can make
GTL the choice.
92
Protecting the Environment
At ORYX GTL, we realise that it is imperative for everyone to contribute to a greener
future. Aiming to do its part to guarantee a better future for our environment, ORYX
GTL participated in the Qatar Petroleum’s Environment Fair, supporting the theme
‘Joining Hands for Environmental Protection’. During the three-day fair in April 2012,
ORYX GTL had the opportunity to educate and entertain children and teenagers
with different Green Activities that included origami from newspapers, colouring
and drawing, and environmental quizzes conducted by ORYX GTL environment
experts.
In May ORYX GTL in collaboration with Friends of Environment, sponsored the World
Environment Day celebrations in Qatar. The event which was held from 25th May –
5th June 2012 is an annual event which aims to establish corporate and community
partnership towards common shared values to ensure a safer and more prosperous
future. The theme for the event – “GREEN ECONOMY, DOES IT INCLUDE YOU?”
addressed environmental, social and economic sustainability issues which call for all
sector to join effort in advocating for this special cause. The WED Painting Contest
and Art Exhibition, successfully united arts and environmental awareness gathering
creative enthusiasts from various schools, universities and general community in
Qatar over the years. Guided by the theme ‘SAVE THE ENVIRONMENT’ – the
Contest gathered over 2000 participants covering all age group including adults.
By sponsoring the WED 2012 celebrations, ORYX GTL built close relations with
Friends of the Environment, UNEP, children from different schools and the society
fostering environmental education among today’s youth who will be the stewards
of tomorrow.
ORYX GTL was the platinum sponsor of the QU carbon capture conference, held
in October. The 2-day event which created a forum for industry experts and
professionals to discuss issues and explore strategies of enhancing sustainability
among oil and gas industries strengthen relations between ORX GTL, QU and
researchers from different countries.
ORYX GTL sponsored academic students from TAMUQ and QU to attend the
Gastech conference from 8-10 October. This gesture further enhanced relations
between ORYX GTL, TAMUQ and QU.
ORYX GTL in collaboration with the HSE team and Al Daayin Municipality sponsored
the planting of several palm and fruit trees at the Al Daayin Municipality, between
November and December. Coupons were presented every family at the Al Daayen
Municipality which were later exchanged for 6 fruit trees and 2 palm trees each) as
part of ORYX GTL’s commitment to greening the Northern area of Qatar which is
in line with the vision of ORYX GTL: “Go Green”. This Donation of trees aligns with
ORY GTL’s commitment to the environment, social and human development, which
is key features of the Qatar National Vision 2030. ORYX GTL contributed a total of
12,000 trees to the Greening of the North and providing fruit trees. This initiative
strengthened relations between ORYX GTL and Al Daayin Municipality.
Case Study: ORYX GTL contributes to local air quality improvement
during major climate conference in Doha
Doha,
December
2012:
ORYX GTL, Qatar’s pioneering
ultra-clean fuels manufacturer
is demonstrating the practical
benefits of its clean-burning
diesel during a major international
environment conference which
started in Doha on 26th
November 2012.
Over the 11 days ORYX GTL
diesel - a high specification
fuel meeting the strictest
international
standards
on
particulate emissions – will be
powering up to 100 delegate
buses at the UN Climate Change
Conferences (COP 18).
The Company is supplying gas-to-liquid (GTL) diesel - manufactured at the Company’s stateof-the-art complex in Ras Laffan – to Mowasalat, the local bus operator commissioned to
provide transport for up to 17,000 delegates expected to attend the landmark event until 7
December.
By supplying the fuel, ORYX GTL aims to raise awareness of the outstanding environmental
credentials of GTL diesel as an alternative fuel at this historic global climate-related conference
in Qatar, as well as directly minimising the impact of vehicle emissions on the local community
for the duration of the event.
ORYX GTL CEO Abdulrahman M Al-Suwaidi said: “It is a great honour for ORYX GTL to have
been approached to supply GTL diesel to meet COP 18’s transport requirements, and in doing
so helping to improve air quality during this globally important gathering.
“As well as being a vital exercise promoting the low-emission characteristics of GTL fuel, it will
also demonstrate how fuel systems in conventional transport vehicles can be seamlessly adapted
to run on GTL diesel, which is one of the cleanest burning diesel fuels on the international
market.”
Qatar Fuel (WOQOD) has played an active role in the storage, transportation and dispensing of
GTL diesel supplied to the COP 18-dedicated bus fleet of Mowasalat, which itself is committed
to environmental preservation and supports several alternative fuel initiatives in Qatar.
“This is the ideal opportunity to showcase the technically superior low emission GTL fuels
manufactured in Qatar. We take the opportunity to thank both Mowasalat and the ORYX GTL
refinery for their co-operation and guidance,” said Mohammed Turki Al-Sobai, Vice-Chairman
& Managing Director of WOQOD.
94
Appendix A:
Summary of Performance
Areas of focus
Core Business
Output
Indicator
2010
2011
2012
% Increase in Diesel
production
6.5%
6.6%
6.3%
% Increase in
Naphtha production
5.5%
31.4%
5.3%
New Indicator
93.6%
14.1%
Fatalities – Employees
0
0
0
Fatalities – Contractors
0
0
0
LTIR – Lost Time Injury
Rate - Employees
0
0
0
LTIR – Lost Time Injury
Rate - Contractors
0
0
0
584
647
666
26.9%
29.2%
33.2%
Females in the
workforce (%)
7.7%
8.7%
8.4%
Employee turnover
rate (%)
3.6%
3.2%
5.4%
Total GHG emissions
(direct and indirect)
(tCo2 –e)
1,807,178
2,277,487
1,718,637
VOC emissions (ton/
year)
New Indicator
105
84
Total electricity used
(MW)
9,975
10,216
10,899
% electricity imported
of total consumption
17%
13%
11%
Water intake from RLC
(m3)
1,210,429
1,247,157
1,310,053
Water discharged to
sea (m3)
621,129
450,165
351,558
Waste drums storage
6,427
3,706
938
% Increase in LPG
production
Health and
Safety
Preferred
Employer
Full-time Employees
Qatarisation (%)
Recognized
“GREEN”
Company
94
Appendix B:
Report Parameters
Reporting Guidance for Defining Content
Relevance: We have produced this report to reflect sustainability topics that are
experienced by ORYX GTL and are relevant to our external stakeholders. Two
particular sustainability topics have been selected as focus areas in the report:
climate change and safety. Climate change is a sustainability topic of particular
interest to the State of Qatar in 2012, as it will be hosting the Climate Change
Conference in November 2012. The State of Qatar became a member of the United
Nations Framework Convention on Climate Change (UNFCCC) when it ratified the
Convention in 1996; the first national communication to UNFCCC was submitted in
March 2011. The State of Qatar further demonstrated its commitment to stabilise
Greenhouse Gas (GHG) emissions when it ratified the Kyoto Protocol in 2005.
Safety is another relevant topic in the oil and gas industry; recent international
events raised public awareness of safety programmes and practices implemented
by companies operating in this sector. In addition to these topics, we held internal
discussions with management and employees to identify additional sustainability
topics of high importance and relevance in our operations for 2012.
Transparency: Our approach to sustainability reporting was to provide a balanced
overview of achievements and challenges that we faced during the 2012 calendar
year. The information provided in this report was reviewed by an internal panel
to ensure that it is factual, distinct, and comprehensible. The process followed to
gather information utilised interviews with managers and employees and collating
of data from our internal information management systems, records, reports, and
statements.
Consistency: This is the second year that we have applied IPIECA and GRI performance
indicators, which will enable comparison between our sustainability performance
and those of other companies within the oil and gas industry. Information provided
in this report for 2012 will be used for comparison to future sustainability reports.
Where data was available, comparisons were made on sustainability performance
over a span of at least three years (2010 and 2013).
Completeness: Our sustainability report for 2012 covers the operations at ORYX
GTL for the period January 2012 to December 2012. We have included information
in a manner that is consistent with the purpose, scope, and boundaries of this
report.
Accuracy: We have endeavoured to report our sustainability indicators to a high
accuracy level. Quantitative data represented in the report were primarily sourced
from our information management systems and are reported to an accuracy level
considered to be coherent and understandable to the reader. We report our financial
data in US dollars, and report data in metric units. Where qualitative information is
reported, care was taken to maintain accuracy and reflect the data as it was stated
in the information management system. The reported sustainability performance
indicators are shared in the report to accurately reflect the quality of our programmes,
policies, and initiatives undertaken in the reporting year. This sustainability report of
2012 was reviewed by a panel representing different internal stakeholders.
95
96
Appendix C:
Stakeholder Table
Our
Stakeholders
Employees
Customers
Suppliers
and service
providers
Community
Educational
and research
institutions
Shareholders
Government
and regulatory
authorities
Media
96
Appendix D: GRI/IPIECA
Index
Methods of
engagement
Stakeholder
needs
Stakeholder
importance to us
- Internal newsletter,
communications, and posters
- Yearly engagement survey
- Town-hall meeting
- CEO quarterly speech
- Personal Development
Programme discussions
- Quarterly performance
reviews
- Provide a safe, fair, and
rewarding environment
- Provide opportunity for
career growth
- Our most valuable asset,
providing productivity,
innovation, and integrity
- Customer meetings and
site visits
- Conferences
- Delivery of quality
products, safely and on
time
- After-sales support
- Continued business
opportunities
- Transparent tendering
process and tendering of
clarification meetings
- Supplier site visits and
meetings
- Performance reports and
audits
- Customer satisfaction
surveys
- Provide fair business
opportunities
- Safe work environment
on production facility
- On-time payment for
goods and services
- Safe supply of goods
and services of good value,
on time and of the correct
quality
- Supporting strategy of
stability improvement and
incremental growth
- Community forums
- Corporate Social
Investment initiatives
- Participation in Career Fairs
- Supporting social
investment initiatives
- Reduction in
environmental footprint
- Direct investment in
educational institutions
- Academic conferences
GRI INDEX
Standard Disclosures– Profile Disclosures
STRATEGY AND ANALYSIS
page
1.1
Statement from the most senior decision-maker of the organization
Pages 6; 8
1.2
Description of key impacts, risks and opportunities
Page 13
ORGANIZATIONAL PROFILE
- Investment in
educational facilities
- Partnerships
- Qatarisation (local hiring)
- Environmental initiatives
(e.g. reduced flaring
initiative)
- Building trusted
relationships
- Development of
future ORYX GTL people
resources
- Development of
innovative technologies
to increase profitability
and reduce environmental
impact
2.1
Name of the organization
Page 1
2.2
Primary brands, products and/or services
Pages 32; 33
2.3
Operational structure of the organization, including main divisions, operating companies,
subsidiaries and joint ventures
Pages 12; 24;
25; 26
2.4
Location of organization’s headquarters
Page 12
2.5
Number of countries where the organization operates, and names of countries with either
major operations or that are specifically relevant to the sustainability issues covered in the
report
Page 12
2.6
Nature of ownership and legal form
Page 12
2.7
Markets served
Pages 32;33.34
REPORT PARAMETERS
3.1
Reporting period
Page 4
3.2
Date of most recent previous report
Page 4
3.3
Reporting cycle
Page 4
3.4
Contact point for questions regarding the report or its contents
Page 4
3.5
Process for defining report content
Page 95
3.6
Boundary of the report
Page 95
3.7
Specific limitations on the scope or boundary of the report
Page 95
3.8
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and
other entities that can significantly affect comparability from period to period and/or between
organizations
Page 95
3.9
Data measurement techniques and the basis for calculations, including assumptions and
techniques underlying estimations applied to the compilation of the Indicators and other
information in the report
Pages 95; 100;
101; 102
3.10
Explanation of the effect of any re-statements of information provided in earlier reports, and
the reasons for such re-statement
N/A
3.11
Significant changes from previous reporting periods in the scope, boundary or measurement
methods applied in the report
N/A
3.12
Table identifying the location of the Standard Disclosures in the report
Pages 97; 99
3.13
Policy and current practice with regard to seeking external assurance for the report
Page 95
- Monthly reports
- Quarterly Board of
Directors meetings
- Regular Technical Working
Committee meetings
- Yearly shareholder audits
- Sustainable growth
- Safe working
environment
- Optimal return on
investment
- Stability improvement
and unit cost reduction
- Approval of strategies,
yearly operating, and
capital budgets
- Approval of new
agreements and strategic
projects
- Regular meetings
- Written letters
- Forums and awareness
sessions
- Training workshops
- Support Qatar National
Vision 2030
- Support National
2016 – 2011
- Provide Consent to
Operate
- Introduction of new
legislation
- Provide regulatory
framework
GOVERNANCE, COMMITMENTS AND ENGAGEMENT
- Reputation management
- Raise awareness of
ORYX GTL products
- Press releases and briefings - Transparent and honest
- Advertising campaigns
leadership on business,
environmental, and social
issues
4.1
Governance structure of the organization, including committees under the highest governance
body responsible for specific tasks, such as setting strategy or organizational oversight
Pages 24; 25
4.2
Whether the chair of the highest governance body is also an executive officer
Pages 24; 25
4.3
For organizations that have a unitary board structure, the number of members of the highest
governance body that are independent and/or non-executive members
Pages 24; 25
4.4
Mechanisms for shareholders and employees to provide recommendations or direction to the
highest governance body
Pages 24; 25
97
98
Appendix D: GRI/IPIECA Index
4.8
Internally developed statements of mission or values, codes of conduct and principles
relevant to economic, environmental and social performance and the status of their
implementation
Pages 12; 16;
60; 80
4.9
Procedures of the highest governance body for overseeing the organization's
identification and management of economic, environmental and social performance,
including relevant risks and opportunities, and adherence or compliance with
internationally agreed standards, codes of conduct and principles
Pages 13; 24
4.11
Explanation of whether and how the precautionary approach or principle is addressed
by the organization
Page 16
4.12
Externally developed economic, environmental and social charters, principles or other
initiatives to which the organization subscribes or endorses
Page 22
4.14
List of stakeholder groups engaged by the organization.
Pages 17; 96
4.15
Basis for identification and selection of stakeholders with whom to engage.
Pages 17; 96
4.16
Approaches to stakeholder engagement, including frequency of engagement by type
and by stakeholder group.
Pages 17; 96
4.17
Key topics and concerns that have been raised through stakeholder engagement,
and how the organization has responded to those key topics and concerns, including
through its reporting.
Pages 17; 96
IPIECA INDEX
Social and Economic
Community and society
Indicator
Pages
Local community impacts and engagement
SE1
Pages 84-89
Social investment
SE4
Pages 84-89
SE6
Pages 52-53
Workforce diversity and inclusion
SE15
Pages 52-53
Workforce engagement
SE16
Pages 53-54
Workforce training and development
SE17
Pages 56
Climate Change and Energy
Indicator
Pages
Greenhouse gas emissions
E1
Pages 65-67
Local content
Local hiring practices
Labour practices
Environmental
DMA (EN) Disclosure on Management Approach Environment (EN)
Pages 62-64
Energy use
E2
Page 77
DMA (LA)
Disclosure on Management Approach Labour Practices (LA)
Pages 50-53
Flared gas
E4
Pages 66-67
DMA(HR)
Disclosure on Management Approach Human rights (HR)
NA
Ecosystem services
DMA (SO)
Disclosure on Management Approach Society (SO)
Pages 82-84
Biodiversity and ecosystem services
E5
N/A
DMA (PR)
Disclosure on Management Approach Product Responsibility (PR)
Pages 62; 63
Fresh water
E6
Page 76
Other air emissions
E7
Pages 69-70
Discharges to water
E9
Page 76
Waste
E10
Pages 73-75
Workforce protection
Indicator
Pages
Workforce participation
HS1
Pages 38-39
Workforce health
HS2
Pages 45-46
Occupational injury and illness incidents
HS3
Pages 43-44
HS4
Page 63
Standard Disclosures - Performance Indicators
Local environmental impact
ENVIRONMENT
EN4
Indirect energy consumption by primary source
Page 77
EN6
Initiatives to provide energy-efficient or renewable energy based products and services,
and reductions in energy requirements as a result of these initiatives.
Page 77
EN8
Total water withdrawal by source.
Page 76
EN9
Water sources significantly affected by withdrawal of water.
Page 76
EN10
Percentage and total volume of water recycled and reused
Page 76
EN16
Total direct and indirect greenhouse gas emissions by weight
Page 65
EN17
Other relevant indirect greenhouse gas emissions by weight
Page 65
EN18
Initiatives to reduce greenhouse gas emissions and reductions achieved
Page 65
EN20
NOx, SOx and other significant air emissions by type and weight
Pages 69; 70
Product health, safety and environmental risks
EN21
Total water discharge by quality and destination.
Page 76
Product stewardship
EN22
Total weight of waste by type and disposal method.
Pages 73-75
EN23
Total number and volume of significant spills.
Page 77
Health and Safety
LABOUR PRACTICES
LA1
Total workforce by employment type, employment contract and region
Pages 52; 53
LA2
Total number and rate of employee turnover by age group, gender and region
Page 54
LA7
Rates of injury, occupational diseases, lost days, absenteeism and number of workrelated fatalities by region
Pages 44; 45
LA13
Composition of governance bodies and breakdown of employees per category according
to gender, age group, minority group membership and other indicators of diversity
Pages 24-26
52; 53
Percentage of operations with implemented local community engagement, impact
assessments, and development programs.
Page 84
SOCIETY
SO1
98
99
100 Sustainability Report 2012
Appendix E: Glossary
Audit
An evaluation of a person, organization, system, process,
enterprise, project or product. The term most commonly
refers to audits in accounting, but similar concepts also
exist in project management, quality management, and
energy conservation.
Industrial Hygiene
The science dedicated to the anticipation, recognition,
evaluation, communication and control of environmental
stressors in, or arising from, the workplace that may
result in injury, illness, impairment, or affect the wellbeing of workers and members of the community.
Behavioral Based Safety
Describes a proactive approach to injury prevention that
either focuses on at-risk behaviors that can lead to an
injury, or on safe behaviors that can contribute to injury
prevention.
LTIR
GTL
Gas to liquids (GTL) is a refinery process to convert
natural gas or other gaseous hydrocarbons into longerchain hydrocarbons such as gasoline or diesel. Methanerich gases are converted into liquid synthetic fuels either
via direct conversion or via syngas as an intermediate.
Lost Time Injury Rate: A measure or the rate of lost time
injuries, normalized per 100 workers per year. The factor
is derived by multiplying the number of lost time injuries
in a calendar year by 200,000 (100 employees working
2000 hours per year) and dividing this value by the total
man-hours actually worked in the year.
MPR
Maximum Proven Rate: the maximum average total
production rate at which the plant has actually operated
at for the stated period. The MPR is always quoted and
linked to a period of time, i.e. a 90-day MPR of 33,175
barrels per day.
Occupational Health
The promotion and maintenance of the highest
degree of physical, mental and social well-being of
workers in all occupations; the prevention amongst
workers of departures from health caused by their
working conditions; the protection of workers in their
employment from risks resulting from factors adverse to
health; the placing and maintenance of the worker in an
occupational environment adapted to his physiological
and psychological capabilities.
Performance Indicator
Qualitative or quantitative information about results
or outcomes associated with the organization that is
comparable and demonstrates change over time.
Qatarization
The identification and development of quality, competent
Qatari males and females to assume permanent positions
in our organization.
Recordable Cases
Occupational death, nonfatal occupational illness, and
those nonfatal occupational injuries which involve one or
more of the following: loss of consciousness, restriction
of work or motion, transfer to another job, or medical
treatment (other than first aid).
Relative Humidity
Relative humidity is the ratio of the quantity of water
vapour present in the air to the quantity that would
saturate it at any given temperature.
GRI
Global Reporting Initiative’s (GRIs) vision is of a
sustainable global economy where organizations manage
their economic, environmental, social and governance
performance and impacts responsibly and report
transparently. GRI accomplishes this vision by providing
guidance and support that enables organizations to
report transparently and with accountability, as drivers
of the change to a sustainable global economy. All GRI
Reporting Framework components are developed using
a multi-stakeholder consensus-seeking approach.
GRI Reporting Framework The GRI Reporting Framework is intended to provide
a generally accepted framework for reporting on an
organization’s economic, environmental, and social
performance. The Framework consists of the Sustainability
Reporting Guidelines, the Indicator Protocols, Technical
Protocols, and the Sector Supplements.
Green House Gases
Heat Stress
100
Green House Gases (GHGs) are potent gases with high
global warming potential. The major greenhouse gases
include the following:
CO2: Carbon dioxide
CH4:Methane
N2O: Nitrous oxide
PFCs: Per fluorocarbons
HFCs: Hydro fluorocarbons
SF6: Sodium hexafluoride
Trauma caused to the body due to net heat load from
metabolic heat and environmental factors.
101
102 Sustainability Report 2012
Glossary of terms
102
Stakeholder
Stakeholders are defined broadly as those groups or
individuals: (a) that can reasonably be expected to be
significantly affected by the organization’s activities,
products, and/or services; or (b) whose actions can
reasonably be expected to affect the ability of the
organization to successfully implement its strategies and
achieve its objectives.
TRIR
Total Recordable Incidence Rate: A measure or the rate
of recordable workplace injuries, normalized per 100
workers per year. The factor is derived by multiplying
the number of recordable injuries in a calendar year by
200,000 (100 employees working 2,000 hours per
year) and dividing this value by the total man-hours
actually worked in the year.
103
104

2012 Sustainability Report

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