+ - ADMA-OPCO

H.H. Sheikh Khalifa bin Zayed Al Nahyan
President of the United Arab Emirates
“The management of the economy’s green sustainability aims at preserving the
environmental and heritage resources, protection of our daily lives and securing
all factors that contribute to prosperity, health and stability of every individual, as
well as ensuring protection of the rights of the coming generations”
H.H. Sheikh Mohammed bin Zayed Al Nahyan
Crown Prince of Abu Dhabi
Deputy Supreme Commander of the UAE Armed Forces
“Backed by the wise vision of His Highness Sheikh Khalifa bin Zayed Al Nahyan,
President of the UAE, we continue to cherish the legacy of promoting sustainability
left behind by the late Sheikh Zayed bin Sultan Al Nahyan, founder of the UAE”
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ABOUT THIS REPORT
The content of this report is guided by the Global
Reporting Initiative Generation 3.1 and Oil and Gas
Sector Supplement (GRI G3.1 OGSS) Sustainability
Reporting Guidelines. This report also complies with
the International Petroleum Industry Environmental
Conservation Association / American Petroleum
Institute (IPIECA/API) Oil and Gas Industry Guidance
on Voluntary Sustainability Reporting 2010.
This report presents the achievements and
performance of Abu Dhabi Marine Operating
Company (ADMA-OPCO) in the fields of environment,
occupational health and safety, economics and
Corporate Social Responsibility (CSR). This report is
based on the review, assessment and processing of
the data received from the Company’s Business Units.
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ADMA-OPCO
Sustainability Report 2014
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© 2015 ADMA-OPCO. All rights reserved.
Copying, reproduction or storage in any form of the content of this publication is only possible with prior
written permission from ADMA-OPCO.
This publication is produced by ADMA-OPCO Health Safety Environment and Quality Division in
collaboration with the Public Relations Division.
Publication Date: July 2015
This publication is printed on 100% recycled paper.
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CONTENTS
8
10
12
14
18
29
35
39
43
Message from the CEO
Introduction
Vision and Mission Statement
Organizational Profile
Environmental Performance
Health and Safety Performance
Economic Performance
Social Performance
Corporate Social Responsibility (CSR)
ADMA-OPCO
Sustainability Report 2014
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MESSAGE FROM THE CEO
It is my great pleasure to introduce to you our
5th Annual Sustainability Report. This report
presents our performance in the fields of
environment and energy, economic and social
responsibility in the year 2014. Significant
occupational health and safety achievements
are also summarized in this report.
2014 was a special year for us as we
demonstrated strong commitments towards
conducting our business activities in a
sustainable manner.
On the 23rd of April 2014, we launched a major
campaign to raise awareness of the adverse
impacts associated with underwater debris. In a
resounding sustainability achievement, ADMA-
OPCO in collaboration with Abu Dhabi Ports
Company (ADPC) set a new world record for
the most participants in an underwater cleanup (single-venue) as part of the “Dive Together
to Protect Our Marine Environment” campaign.
The initiative was recognized worldwide and
consequently a new Guinness World Record
was set by ADMA-OPCO.
During this reporting year, we successfully
developed an Energy Management System
(EnMS) designed to monitor and reduce the
company’s energy consumption. The EnMS
includes a policy, a baseline energy study, a set
of procedures and working instructions. Energy
Awareness Campaigns were conducted at the
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The future of our environment relies
on what action we take today
Headquarters and all of our sites. The system
was audited by an accredited external body and
consequently ADMA-OPCO was certified to the
international standard for energy management
systems the ISO 50001:2011.
ADMA-OPCO is aware of its responsibilities
in the development of the local community.
We conduct our business activities taking into
consideration all measures needed to conserve
our local resources, minimize our environmental
footprint, and ensure the maximum health and
safety standards of our employees. In this
context, we launched a series of Vision, Mission
and Values (VMV) workshops to promote general
awareness of our sustainability framework
throughout the company.
Finally, I would like to thank all ADMAOPCO employees, senior managers and
shareholders for their contribution to our
excellent sustainability performance during the
year 2014. We can assure that our journey to
sustainable excellence will keep accelerating
and we will make all the efforts to care about
our environment and the community.
Ali Rashid Al-Jarwan
Chief Executive Officer (CEO)
ADMA-OPCO
Sustainability Report 2014
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INTRODUCTION
ADMA-OPCO is a pioneering oil and gas exploration and
production company whose operations date back to the 1950’s.
With its operations centered in the offshore areas
of Abu Dhabi, ADMA-OPCO came into being as a
locally incorporated company in 1977.
Oil and gas production comes from two major
offshore oil fields, Umm Shaif and Lower Zakum,
from which crude oil is transferred to Das
Island for processing, storage and export. In
1962, the first crude shipment from Abu Dhabi,
produced from Umm Shaif, was exported through
Das Island.
Umm Shaif Gas Injection Facilities (USGIF)
Over the years, ADMA-OPCO has gone through
aggressive process of change which has already
borne fruit. Under this process, the company has
managed to maintain its commitment to achieving
a long-term projects program covering facilities
expansion, new installations, additional drilling,
production development, inspection and integrity
management and, most importantly, the fast paced
development of new fields including Umm Lulu,
NASR and Satah Al-Razboot (SARB).
Zakum Central Supercomplex (ZCSC)
Zakum West Supercomplex (ZWSC)
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The facilities of both Umm Lulu and Nasr fields
have been commissioned and produced first oil.
SARB is scheduled to join the offshore production
system in 2017.
ADMA-OPCO’s Vision, Mission and Values
incorporate a wide range of goals, including
sustainable development, operational excellence
and overcoming challenges, while nurturing
human resources, fulfilling social responsibilities
and
realizing
the
company’s
workforce
nationalization target.
Being an asset-based organization, ADMA-OPCO’s
structure is designed to improve efficiency, provide
more focus to key missions, observe the highest
health, safety and environment standards, and
disseminate related information by various ways and
means to enhance HSE awareness.
ADMA-OPCO uses innovative and emerging
technologies to further improve its operations and
ensure optimal utilization of Abu Dhabi natural
mineral resources, while taking into consideration
environment conservation.
Since changing into a performance driven
organization based on competency, learning,
empowerment, team work, collaboration and
effective utilization of expertise, ADMA-OPCO
is making significant strides in meeting future
challenges. Marching ahead with confidence,
ADMA-OPCO is always ready to set forth with the
same determination that helped put the company in
the forefront of the oil industry in the region.
Umm Shaif Supercomplex (USSC)
Das Island
SARB Island
ADMA-OPCO
Sustainability Report 2014
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VISION & MISSION
The Senior Management defines the company vision and
mission statements describing why we exist, who we are and
what we intend to do in the future. These aspects continually
drive our business practices and priorities.
VISION
“To be the Premier Offshore Oil and Gas production development company, aspiring to
operational and technical excellence and highest Effectiveness of resources utilization
through innovative teams to maximize Value”
VALUES
Transparency
Respect
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MISSION
“Develop Oil and Gas production to maximize sustainability towards 70% recovery using
state-of the-art technology, in a socially responsible manner, while maintaining the highest
HSE, Operational Integrity and Cost Effectiveness standards”.
Courage
Professionalism
Innovation
ADMA-OPCO
Sustainability Report 2014
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ORGANIZATIONAL PROFILE
Our Shareholders
ADMA-OPCO has four distinct shareholders. ADNOC, the national oil company of Abu Dhabi, held the biggest
share of 60% whereas BP holds 14.67%, TOTAL 13.33% and Japan Oil Development Corporation (JODCO)
12%.
ADNOC
12%
60%
BP
13.33%
TOTAL
14.67%
Board of Directors and Joint
Management Committee (JMC)
The Joint Management Committee (JMC) and
the Board of Directors are the highest authorities,
and oversee ADMA-OPCO’s operations. The JMC
formulates the long-term policies of investments
and development, whilst the Board of Directors
is responsible for monitoring the technical and
financial performance of the company, and also
submits its recommendations to JMC.
JODCO
Senior Management
The Senior Management comprises the Chief
Executive Officer (CEO) and nine Senior
Vice Presidents (SVPs). Its key role is to take
collective responsibility for the combined
performance of ADMA-OPCO and demonstrate
leadership to the organization in a transparent
and consistent manner.
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ORGANIZATION CHART
Chief Executive
Officer
Das Island
Division
Senior Manager
(Das Island)
Internal Audit
Division
Vice President Operations
(Das Island)
Manager
Internal Audit
Operations & Business
Excellence Division
Zakum Asset
Business Unit
Vice President
Operations & Business
Excellence
Senior Vice President
(Zakum)
Umm Shaif & NASR
Asset Business Unit
Finance
Division
Senior Vice President
(Umm Shaif/NASR)
Chief Financial Officer
Umm Lulu & SARB
Asset Business Unit
Senior Vice President
(Umm Lulu/SARB)
Drilling & Logistics
Business Unit
Senior Vice President
(Drilling & Logistics)
Corporate Support
Business Unit
Senior Vice President
(Corporate Support)
Projects &
Engineering
Business Unit
Senior Vice President
(Projects & Engineering)
Administrative Services
Business Unit
Senior Vice President
(Administrative Services)
Technical Standards
& Services
Business Unit
Senior Vice President
(Technical Standards & Services)
Sub Surface
Technology
Business Unit
Senior Vice President
(Sub Surface Technology)
ADMA-OPCO
Sustainability Report 2014
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ADMA-OPCO
Sustainability Report 2014
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ENVIRONMENTAL PERFORMANCE
Our commitment to environmental sustainability is embodied
in our Health, Safety, Environment and Quality (HSEQ) Policy,
which states: “ADMA-OPCO is committed to achieve
environmental sustainability by reducing our environmental
impact and our consumption of natural resources”
As a pioneer oil and gas company with
major operations across Abu Dhabi offshore
concession areas, we have a responsibility to
manage our environmental impacts. To achieve
this, we focus on:
• Implementing a robust Environmental
Management System (EMS) and
continuously improving environmental
performance throughout all our sites;
• Regularly setting and working towards
our environmental targets and action
plans;
• Working with our suppliers and
contractors to reduce environmental
impacts throughout our supply chains
and the life cycle of our projects.
CATEGORY
Total Gas Flared
Our HSEQ Policy reinforces this commitment and
includes specific environmental management
requirements. These policies outline a range of
precautionary principles that guide our operational
planning and management.
Our sustainability strategy includes a strong focus
on progressively increasing resource efficiency.
This requires us to go beyond simple compliance
and actively identify and manage risks and
leverage opportunities.
A summary of our environmental performance for
the year 2014 is presented in the table below.
UNIT
DATA 2014
m3 / year
54,127,088
Total Carbon Emission
Tonnes
1,282,203
Total CO2 Emission
Tonnes
1,255,745
Total Methane Emission
Tonnes
3,495
GJ
2,618,219
GJ / Tonne
0.06
Total Crude Oil Production
Tonnes
29,711,290
Total Gas Production
Tonnes
15,080,909
Total Condensate Production
Tonnes
746,685
CO2 Emission per ton of Production
Kg / Tonne
27.58
GHG Emission per ton of Production
Kg / Tonne
30.67
Total Electricity Energy Consumption
Electrical Energy Consumption per ton of Production
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Our flaring, oil spill and gas release performance is presented below.
Environmental Performance Dashboard
Air Emissions
This section includes the hydrocarbon flaring
and climate change data, along with the different
initiatives carried out to reduce and prevent
emissions from the many sources at our sites.
Hydrocarbon Flaring
In accordance with the ADNOC’s ‘zero flaring’
policy, we spare no efforts to gradually reduce
and eventually eliminate flaring associated with
our operations. We invest in the latest technology
to achieve our flaring targets and comply with
ADNOC’s policy. For example, a Vapor Recovery
Unit (VRU) installed at Zakum Field is a major
contributor to the reduction of flaring.
In addition, we replaced the Das Island finger
flares with ground flares thereby eliminating cold
venting and the associated greenhouse gas
emissions from methane.
The quantity of the flared gas in 2014 was 5.43
MMSCFD which is slightly higher than the target
quantity due to the ongoing expansion projects.
It is worth noting that we managed to reduce
the quantity of the flared gas by 0.3 MMSCFD
compared to the previous year due to investment
in the latest technologies available in the market.
ADMA-OPCO
Sustainability Report 2014
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Flaring Trend
The following figure depicts our flaring trend from 1995 until the end of 2014.
Zero Flaring
20.0
21
10.0
0.0
1995 1996 1997 1998 1999
Climate
Change
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
We recognize the increasing global focus on carbon emissions from some industrial sectors, especially
the oil and gas sector. We monitor our carbon emissions and aim to reduce our emissions intensity to
reduce costs, enhance operational effectiveness and meet the applicable regulatory requirements.
Our CO2 and non-CO2 emissions for the 2009-2014 periods are presented below.
EMISSION AND
2 EMISSION TREND
2
Non-CO2
Non-CO 2 Emission
1,600,000
CO 2
1,400,000
CO2 Emission
Non-CO2
1,200,000
Non-CO2
Non-CO2
Non-CO2
Non-CO2
1,000,000
Non-CO2
Non-CO2
800,000
600,000
400,000
200,000
CO 2
CO 2
CO2
2010
2011
CO 2
CO 2
CO 2
2013
2014
0
YEAR
2009
2012
ADMA-OPCO
Sustainability Report 2014
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Transportation
Ferry boats, helicopters and fixed wing aircraft are
used to transfer employees from Abu Dhabi to the
offshore complexes and to Das Island. Due to the
expansion of the company, some of the offices
were moved to other buildings in Abu Dhabi.
Commitments Towards Energy
Performance
The newly issued Energy Policy shows ADMAOPCO Top Management commitments towards
improving our energy performance.
ADMA-OPCO is committed to:
Buses are available to facilitate the employees’
movement between the headquarters and other
office buildings. Recently, some of the buses were
fitted with a natural gas fuel system to reduce the
amount of generated emissions.
Energy Efficiency and
Conservation
ADMA-OPCO as a leading Abu Dhabi offshore oil
and gas company has implemented over several
years a large number of process improvements
and upgrades aiming to improve its overall energy
performance and reduce the wastage of natural
resources such as natural gas. These efforts
include projects to eliminate flaring (the so-called
“zero flaring” policy) and the move to a centralized
power generation system to provide supply to all
offshore sites.
Building on this experience, and following
ADNOC directives, ADMA-OPCO issued in
2014 an ambitious Energy Policy and launched
the implementation of a company-wide Energy
Management System (EnMS), following the
requirements of the ISO 50001:2011 standard.
The Energy Management System aims to identify
in a systematic manner all the measures that can
be taken if we are to maximize energy performance
and reduce the energy intensity per barrel of oil
produced. It covers all areas of company activities,
including the design of new projects, the purchase
of equipment and services and the day-to-day
operation and maintenance of existing plants.
• Achieve continual improvement in
energy performance;
• Ensure the availability of required
information and resources;
• Comply with ADNOC, Abu Dhabi and
UAE regulations;
• Undertake periodic energy reviews and
audits;
• Monitor, measure, evaluate and report
our energy performance;
• Adopt life cycle energy conservation in
our procurement process;
• Ensure that energy efficiency is
embedded in the design of new
projects;
• Develop awareness for energy
conservation;
• Encourage the use of clean and
renewable energy sources;
• Adopt state of the art technology,
techniques and best practices to
improve energy performance.
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What has changed?
Water
The EnMS added the following values to our
organization:
Reducing water use and improving water
quality are additional important elements of our
environmental stewardship. We therefore continue
our efforts to understand, manage and reduce our
water footprint.
• Energy consumption data are
measured, checked, reported and
analyzed systematically;
• Energy improvement measures are
based on facts (data collected), ADMA’s
Energy Policy and adopted Energy
Objectives and targets;
• Energy efficient processes and
equipment is now considered for
all projects and energy analysis is
prepared and included in the HSE
Impact Assessments (HSEIAs);
• Energy Efficiency specifications
are included in the tenders, and
purchased products and equipment are
evaluated partly based on their energy
performance and cost over their whole
lifetime.
In accordance with ADNOC requirements, we
developed a Water Mass Balance in a form
of workbook that provides a framework for
water management within the company. The
Mass Balance is recorded every year and is
used to help identify opportunities to conserve
our water resources.
Effluents
The following effluents are generated at our sites as
a result of our operations:
•
•
•
•
Produced water;
Cooling water;
Sewage from sanitary facilities;
Process and wash water, etc.
We are committed to the protection and
development of the environment in which we
operate. The produced water is therefore not
disposed of into the sea. It is injected into deep
wells to eliminate any adverse environmental
impact that could result from direct discharge of
the produced water into the marine ecosystem.
Sewage is treated and analyzed to confirm
the compliance with the local and applicable
international regulatory requirements. On Das
Island, the treated sewage is used for irrigation.
In 2014 the total treated water used for irrigation
was 144,520 m3.
Energy Management System Certificate
ADMA-OPCO
Sustainability Report 2014
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Waste Management
The number of personnel has rapidly increased
in ADMA-OPCO’s offshore facilities due to the
various ongoing expansion projects. This has
resulted in a significant increase in generated
wastes. This has environmental and cost impacts
due to the more frequent shipping requirements.
To minimize the frequency of shipments, and
the associated environmental impacts, and to
reduce the space occupied by the generated
wastes, our team of experts identified a waste
convertor unit as a suitable treatment system.
This unit was inspected by the team and will
be procured and installed on the Umm Shaif
Supercomplex (USSC).
Input Waste
The unit will shred, dehydrate and reduce the
weight and volume of non-hazardous and medical
waste in less than 30 minutes, to produce a
totally dry and safe end product. The associated
fumes and condensate will be extracted from
the treatment cells and filtered to reduce the
emissions to near zero.
The end product can have a high calorific value
which can be used as an energy source for the
incineration process.
End Product
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Dive Together To Protect Our Marine Environment –
A Guinness World Record
In a resounding sustainability achievement,
ADMA-OPCO in collaboration with Abu Dhabi Port
Company (ADPC) has set a new world record for
the most participants in an underwater clean-up
event (Single Venue) as part of the “Dive Together
To Protect Our Marine Environment” Campaign
organized on the 23rd April 2014. The campaign
covered Abu Dhabi Free Port and Das Island. The
primary objective of the campaign was to raise
awareness about the possible adverse impacts of
underwater debris.
Nine tonnes of wastes were collected from the
sea bed, which will make a big difference to the
marine species in our waters. The sea is a source
of livelihood for many of us – from the fishermen
in the Dhow Harbor to all of the businesses and
organizations providing services for the increasing
number of cruise ships visiting Abu Dhabi.
The initiative was recognized worldwide and
consequently a new “Guinness World Record”
was set by ADMA-OPCO.
As part of the event the ADNOC Crisis Management
Team demonstrated a real-life scenario regarding
what actions should be taken in case of an oil spill.
Representatives from high-profile organizations
participated in the campaign, including ADGAS,
Mubadala Petroleum, Tadweer, Abu Dhabi Police,
Abu Dhabi City Municipality, and the Environment
Agency Abu Dhabi (EAD) along with ecologists,
environmental activists and fishermen.
Representatives participating in the campaign
Guinness World Records Certificate
ADMA-OPCO
Sustainability Report 2014
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Compliance Management
System
As part of our proactive approach and
commitment to the protection of the environment,
the Environment Protection Team (EPT) has
decided to establish a comprehensive compliance
management system.
The system will identify and measure our
compliance against all the relevant UAE and
International Laws and Regulations and the
relevant ADNOC Codes of Practice (CoPs). It
will also help in identifying the areas of potential
non-compliance and the necessary mitigation
measures that need to be in place in order to meet
the requirements of the laws and CoPs.
With all the clauses and sections of the laws
and CoPs identified, a risk assessment enables
the operations, assets/divisions and sites to
understand the possible environmental risks
associated with any potential non-compliance. The
final step will be to formulate appropriate control
measures and implementing them to ensure that
risks are kept to a minimum, acceptable level.
The benefits of the Compliance Management
System include:
• Identification of the areas of potential
non-compliance with the regulations
and ADNOC CoPs and immediately
identifying the necessary action;
• Improving environmental performance
through the use of best available
techniques (BAT) when identifying areas
for improvement;
• Reducing environmental risks
through the adoption of appropriate
risk management procedures and
processes;
• Easy access to a fully comprehensive
legal register.
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Biodiversity
We work towards enhancing and preserving the
biodiversity at our sites in which we operate. This
is an important part of the value of respecting our
social and physical environment.
When developing a site, the planning starts with
a thorough evaluation of the biodiversity within
the area that could be affected by our operations.
This is done through a detailed Environmental
Baseline Survey (EBS). Findings of the survey are
incorporated in the design of the project.
The resulting design aims at complying with
all applicable local and international rules and
regulations and preventing or minimizing potential
adverse impacts on the biodiversity.
Das Island Greenery
Artificial Reef on Das Island
Turtle at Das Island Beach
ADMA-OPCO
Sustainability Report 2014
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A society grows great when old
men plant trees whose shade
they know they shall never sit in
Greek Proverb
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HEALTH AND SAFETY PERFORMANCE
It is our top priority to ensure the safety of our employees,
contractors and the community.
Occupational Safety
Our safety targets and performance records are presented in the following table.
MEASURE
KEY PERFORMANCE INDICATOR (KPI)
TARGET
ACTUAL
Fatality
Number of Fatalities
0
0
Lost Time Injury
Frequency Rate (LTIFR)
Number of LTIs per Million
Man Hours
≤0.06
0.03
Total Reportable
Injury Rate (TRIR)
Number of TRIs per Million
Man Hours
≤0.51
0.29
High Potential
Incident (HIPO)
% Cleared In Accordance with
Action Plans
95%
100%
Safety Performance Dashboard
ADMA-OPCO
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HSE Performance Rolling Average
TRIR (Total Reportable Injury Rate). The number of TRI’s per million man hours worked
LTIFR (Lost Time Injury Frequency Rate). The number of LTI’s per million man hours worked
0.70
0.60
0.54
0.51 TRIR TARGET
0.48
0.44
0.50
0.41
0.35
0.40
0.29
0.30
0.20
0.25
0.25
0.06
0.06
0.27
0.29
0.03
0.03
0.03
Oct 14
Nov 14
0.25
0.20
0.09
0.09
0.09
0.09
0.09
0.09
0.06
0.10
0.00
0.06 LTIFR TARGET
Jan 14
Feb 14
Mar 14
Apr 14
May 14
Jun 14
Jul 14
Aug 14
Sep 14
Dec 14
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HSE Culture Step Change
We initiated an HSE Culture Step Change to assess the HSE Culture within our organization and to
develop a roadmap to enhance it. The first step of the project was to assess our HSE Management
System against international standards and best practices. Up to now, over 350 face to face interviews
have been conducted with personnel across the organization.
In addition, an online survey was carried out and feedback received from over 1,500 respondents.
Results of the interviews and surveys are currently being analyzed to assess the existing conditions and
develop a roadmap and an action plan to enhance the HSE Culture across our organization.
HSE Culture Step Change
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Marine Safety Management
System (MSMS)
We anticipate a significant increase in marine
operations and movements in our concession
areas due to the development of new fields.
Operations on the new artificial islands and the
construction of additional offshore production
facilities will result in an increased volume of
material shipments, equipment and personnel
transportation and rig and barge movements. In
this context, we developed a robust Marine Safety
Management System (MSMS) to overcome this
increased complexity of marine operations.
The objective of the MSMS is to ensure safe
marine operations within our controlled areas,
prevention of human injury or loss of life, and
prevention of damage to the marine ecosystem
and to property.
The MSMS will also:
Process Safety Management
We manage and safeguard the integrity of our
facilities, operating systems and processes by
applying industry-wide and international safety
standards and procedures throughout our facility
and asset design, construction, start-up activities
and modifications.
A
thorough
understanding
of
hazards,
identification of a complete range of failure
events and their consequences and associated
safeguards can help significantly in preventing
and mitigating loss of containment incidents.
Therefore in 2014 we conducted a Process
Safety Management (PSM) Gap Analysis to
determine how well the ADNOC HSEMS met the
requirements of the OSHA PSM Elements. This
analysis included interviews with personnel to
assess ADMA-OPCO’s PSM Culture. Based on
the gap analysis, each of our assets is developing
an action plan which will feed into the Roadmap
for ADMA-OPCO’s PSM implementation.
• Provide safe practices in marine
facilities and a safe working
environment;
• Asses all identified risks to marine
facilities, personnel and the
environment and establish appropriate
safeguards;
• Continually improve safety management
skills of personnel ashore and onboard
vessels, including preparing for
emergencies related to marine safety
and environmental protection.
The system is in the final stage and will be
implemented soon across our organization.
Process Safety Management Workshop
Das Island Harbour
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Occupational Health
The selected occupational health initiatives in 2014 are presented below.
ADMA-OPCO Breast Cancer
Campaign
Cancer is the third leading cause of death in the
UAE. Protecting our employees and keeping them
safe is our main responsibility in accordance with
our Employee Welfare policies. In cooperation
with the General Services Division (GSD), HSEQ
Division launched a Breast Cancer Campaign to
promote awareness amongst female employees.
We actively participated in the Workplace
Awareness Program (WAP) with the Health
Authority Abu Dhabi (HAAD). As part of our
campaign, we invited a specialized doctor from
HAAD to give a detailed lecture about breast
cancer, teaching our female employees to
examine themselves for early identification of
possible occurrences.
Ergonomic Study
ADMA-OPCO has been playing a proactive
role in the fields of health education, promotion
and awareness since the establishment of the
occupational health discipline. This comes from
the belief that human capital is our main asset.
Our occupational health team implemented
a behavioral change based “Healthy Office”
ergonomics project across the company. The
project involved delivering office ergonomic
exercises and office yoga sessions twice a week
for six weeks. The sessions covered exercises for
parts of the body that are more at risk of injuries
due to improper positioning, sitting and repetitive
movements.
The initiative was implemented as a proactive
measure aiming to prevent adverse health effects,
reduce the severity of injuries that may occur
and their associated claims, reduce lost time
injuries, increase productivity, increase work
quality, reduce turnover, reduce absenteeism and
increase morale and spirituality thereby enhancing
work performance.
ADMA-OPCO
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Stay close to nature,
it will never fail you
Frank Lloyd Wright
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ECONOMIC PERFORMANCE
We recognize that sustainability goes beyond safeguarding the
environment, to providing secure employment to thousands
of men and women, and delivering economic benefits to the
communities where our operations are located.
In 2014, we continued to deliver on our strategy
in the face of an uncertain global economic
environment through taking a long-term strategic
view of the company’s development. Our
competitive advantages formed the framework
for our solid operating results across all key
measures and businesses in 2014.
We achieved strong earnings and generated robust
returns for our shareholders and contributed to
the development of our national economy. We
also continued to invest in attractive opportunities
that position the company for sustained long-term
growth and profitability.
ADMA-OPCO Production 2014
ADMA-OPCO
Sustainability Report 2014
36
Given the complexity of our operations, we rely heavily on our suppliers who provide us with specialized
equipment or services. Therefore our suppliers are important stakeholders, and to ensure that we keep
our promise to a sustainable supply chain, we give our local suppliers preference over others.
Procurement practices are the responsibility of the Procurement Team within our Commercial Division; they
also manage our extensive prequalification process to ensure that our suppliers meet our requirements.
Prequalification involves not only ensuring that suppliers meet our technical needs, but it also ensures
that they have sound internal quality and HSE procedures in place. Considerable investments were
made in 2014 to protect the environment and support the local community. Environmental and social
expenditures are an important constituent of the annual budget because they go towards maintaining
our sustainability.
We demonstrated a high level of commitment to our environment through our annual increase of
environmental expenditures for environmental protection, conservation, awareness and plans to address
significant environmental aspects.
ADMA-OPCO Environmental Expenditure
We also put aside a generous budget for our societal donations to maintain ourselves as a corporate
social citizen within the oil and gas industry. Our donations focus on supporting Non Profit Organizations
(NPO), hospitals, and schools.
37
Major Investments
NASR and Umm Shaif Projects
During the industry-setting event at Abu Dhabi
International Petroleum Exhibition and Conference
(ADIPEC), ADMA-OPCO signed three major deals
worth AED 11.02 billion (around US$3.5 billion)
to boost output from the Nasr Oilfield. The deal
spans three contract packages which were
handed to NPCC, Hyundai Heavy Industries (HHI)
and Technip.
Lower Zakum Development
Project
As part of the Supreme Petroleum Council (SPC)
support and ADNOC’s directives, ADMA-OPCO
signed an EPC contract for the First Phase of
Lower Zakum Oil Lines Replacement Project with
the National Petroleum Construction Company
(NPCC) at an approximate value of AED 3.257
billion ($ 885 m).
Package 1 for Engineering, Procurement and
Construction (EPC) work on seven wellhead
towers at the field is valued at $792 million; the
second package – also for EPC work, worth
$1.938 billion was awarded to HHI. Technip
was given the third contract worth $206 million
to provide project management and consulting
(PMC) services for the development.
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Sustainability Report 2014
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We do not inherit the earth
from our ancestors, we
borrow it from our children
Native American Proverb
39
SOCIAL PERFORMANCE
In 2014, we implemented a systematic Human Resources
(HR) Strategy based on our business priorities to benefit our
employees, who are our greatest asset.
The strategy includes the following main initiatives:
• Emiratization;
• Timely Supply of Qualified Workforce;
Emiratization
Building on the “2013 – the year of Emiratization”,
a directive from the government, and our long term
commitment to achieve 75% Emiratization by
2017, we spend every effort to support the intake
of UAE Nationals at all levels. We established a
separate and dedicated team fully responsible
for the intake of UAE nationals to ensure that the
• Implementation of New Technology;
• Execution of HR Health Check.
demand for UAE National is met in line with our
long term Emiratization objectives.
At the end of 2014, the percentage of UAE
nationals stood at 69.2% exceeding the target
of 67.4% for 2014. The intake of UAE nationals
totalled 330; the highest ever in ADMA.
UAE nationals represent 69.2% of the total workforce in the company
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Sustainability Report 2014
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Implementation of
New Technology
Timely Supply of
Qualified Workforce
2014 marked an important year for the Human
Resource Division due to the implementation
of a new and updated Oracle based Human
Resources Management System. Due to the
electronic nature of the system, there is minimal
paper waste. All forms and documentation have
been digitalized and all employees have switched
to the electronic system.
Our recruitment plans are based on the demand
identified by each business unit. However, due to
the massive manpower requirements in 2014, a
revised recruitment plan was formulated to focus
on the timely recruitment of qualified workforce
identified based on reliable and business driven
analysis of demand.
Similarly, with the implementation of Oracle,
the Online Recruitment, Intake Plan and the
Job Opportunity webpage have dramatically
improved; all of which are fundamental to a wellestablished recruitment system.
HR Health Check
An HR Health Check Project was conducted in 2014 to evaluate the condition of our system and to
identify opportunities for improvement. Based on these improvement opportunities, an action plan was
developed to transfer knowledge and capabilities for the future and to manage and engage stakeholders.
We continued investing in our young professionals in 2014. Overall, 118,216 hours of training were
conducted company wide.
EMPLOYEE
CATEGORY
TOTAL NUMBER
OF TRAINING
HOURS
TOTAL
COST OF
TRAINING
(AED)
AVERAGE
NUMBER OF
TRAINING HOURS
Executive & Senior
Management
644
191,991
54
Middle Management
38,374
6,527,677
67
Staff (professional, operational
and administrative)
79,198
12,479,383
26
41
Human Rights
Ethical Conduct
As an ADNOC Group Company, we respect human
rights. Human rights are fundamentally built into
our operations and procedures. The ADNOC
Group has a committee specifically to focus on
the labour conditions of workers employed by
contractors on projects. The committee refers to
the UAE labour laws, international best practice,
and ADNOC Codes of Practice to define violations
of workers’ rights.
The ADMA-OPCO Code of Ethics is formulated
in accordance with the Federal Law No.8 of 1980
(Labor Law and its Amendments) and Abu Dhabi
National Oil Company (ADNOC) Group Unified
Disciplinary Code. In compliance with these
regulations, ADMA-OPCO prepared a Personnel
Policy Manual (PPM) stipulating the requirements
on how to conduct day to day activities in an
ethical and responsible manner.
The principle of ‘Decent Work’ is central to our
relations with our employees. Under UAE Labour
Law, compulsory and child labor is strictly
forbidden.
The PPM is communicated to all employees at
the initial stages of their employment to ensure
that they are aware of the requirements and
they conduct their activities in compliance with
the policy. The policy applies at all sites and
to all employees of ADMA-OPCO, including
contractors’ employees and secondees of foreign
Shareholders to ADMA-OPCO unless stated
otherwise clearly in their contracts. The main
objectives of the policy are to:
ADNOC Group Companies fully adheres to
the UAE Labour Law. Discrimination based on
origin, religion or gender is not acceptable within
ADNOC.
• Support and enhance work relations;
• Encourage mutual respect among
employees and between ADMA-OPCO
and its employees;
• Ensure mutual understanding between
the managers and employees with
regard to discipline and misconduct;
• Prevent any misconduct and correct it;
• Prevent haphazard or unfair procedures
against the employees.
The policy also puts great emphasis on preventing
staff from making use of their positions to acquire
illicit benefits.
ADMA-OPCO
Sustainability Report 2014
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42
Plans to protect air and water,
wilderness and wildlife, are in
fact plans to protect man
Stewart Udall
43
CORPORATE SOCIAL RESPONSIBILITY
ADMA-OPCO supports local initiatives, share best
practices and innovation, and measure the positive impact
of our businesses. We engage in activities relevant to
our local communities which fall within our central CSR
framework and process.
Annual Golf Tournament
Garners Attention for CSR
Issues
The annual golf tournament’s main objective was
to bring employees of ADNOC Group Companies,
ADMA’s shareholders, contractors and guests
closer together in a socially and environmentally
friendly atmosphere. Added to this, it raises
awareness about a good cause. This year the
fundraising was dedicated to the Al-Noor Training
Centers for Children with Special Needs.
A Traditional Local Dance Performance by Al-Noor’s Children
Annual Golf Tournament Participants
ADMA-OPCO
Sustainability Report 2014
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The Iftar Sa’em Program
Within an extensive Ramadan social program that included a multitude of philanthropic activities,
the company hosted Iftar banquets for the public under the company’s annual Iftar Sa’em program,
organized in cooperation with the UAE Red Crescent.
Daily banquets at the Ramadan Tent, located in front of the ADMA-OPCO headquarters set a record
number of around 21,000 Iftar meals during the month, offering around 700 meals per day.
ADMA-OPCO Ramadan Tent
Blood Donation Campaign
Honoring our responsibility towards the UAE
community, the company provides unwavering
support to blood donation campaigns. These
help to raise public awareness of the importance
of voluntary work and ensure health maintenance
and disease prevention in the community. The
blood donation campaign was organized in
collaboration with the Abu Dhabi Blood Bank and
ran for two days at the company headquarters in
association with ADGAS.
Employees donating blood
45
CSR Team Visit SKMC
In line with the company’s Corporate Social
Responsibility (CSR) Programme, a staff visit
was arranged to Sheikh Khalifa Medical City
(SKMC). The visit, which coincided with the 43rd
National Day celebrations, was an active and
visible demonstration of the company’s strategy
to remain continuously involved in community
related activities.
Similar visits to charity centers are organized
throughout the year by the CSR team in order to
promote humanitarian work. The staff presented
gifts to the hospitalized children and met the
SKMC management team, who expressed
their appreciation of ADMA-OPCO’s continued
contributions to the hospital’s activities.
Visit to Sheikh Khalifa Medical City
ADMA-OPCO
Sustainability Report 2014