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2012 Sustainability ReportFuelling the Future for a Sustainable Qatar

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2012 Sustainability ReportFuelling the Future for a Sustainable Qatar

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 28

Our Products 32

GTL Process Overview 33

Market Destination 34

[2] Health and Safety 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 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

Contents

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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 FernandesTel: +974 55781064.E-mail: [email protected]

Sustainability Report 2012 Sustainability Report 20124 5

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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 SadaChairman, 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 GTLThe Middle East’s First GTL Plant


About ORYX GTLThe Middle East’s First GTL Plant

2012 Highlights• Development and roll-out of ORYX GTL’s new vision and values with inputs

from employees and other stakeholders.

• 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.

• 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.

• 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).

• A 23% Green House Gas (GHG) emission reduction compared to the 2011 baseline levels.

• A 65% flaring reduction achieved compared to 2011 flaring levels.

• Achievement of the lowest number of waste drums stored on-site since 2009.

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).

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.

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.

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.

Integrity: We base our actions on a consistent framework of honesty, fairness.

Stakeholders: We deliver benefit and value to all.

% Shareholding

51 %

49 %

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Recognised Sustainability LeaderIn this section:• OurSustainabilityStrategyandFramework• OurStakeholders• AlignmentwiththeQNV2030andNDS2011-2016• Governance


Recognised Sustainability Leader

Our Stakeholders

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 agreed-upon 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.

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.

Recognized Sustainability LeaderAlignment 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•Optimize•Debottleneck•Demonstrate•ORYXGTLasanExceptional investment

•ZeroHarmtoPeople andequipment

•EmbedonORYX GTLculture•AchieveQatarization target•Competitivetotal package•Traininganddevelopment •Transparentperformance and reward process

•Comply/exceed MOE requirements•CO2footprintimprovement•ORYXGTLimage management•Environmentalcommunity projects

•CorporateSocialInvestment•CommunityProjects

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.

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”

Our Strategic Objective

- The ORYX GTL Brand and integrity- Alignment with Qatar National Vision 2030


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 traditions2. Intergenerational justice3. Managed growth and expansion4. Building-up of the know-how and quality of the workforce, and selection of

the optimum path of development5. 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.”

Sheikh Tamim bin Hamad Al-Thani, Emir of Qatar

Human Development

Development that expands the opportunities and

capabilities of all the people of Qatar

to enable them to sustain a

prosperous society.

Economic DevelopmentDevelopment 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.

Environmental DevelopmentManagement of the environment such that there is harmony between economic growth, social development and environmental

protection.

Social DevelopmentDevelopment of a just and caring society based on

high moral standards, and capable of

playing a significant role in the global partnership for development.

NATIONAL DEVELOPMENT STRATEGY, 2011 - 2016

SUSTAINABLE DEVELOPMENT


ORYX GTL Focus Area and Strategic Objectives

ORYX GTL Measures

NDS Targets QNV 2030 OutcomesCo

re B

usin

ess

Out

put

•Stabilize

•Optimize

•Debottleneck

•DemonstrateORYX GTL as an exceptional Investment

•Developopportunities for diversified growth

•Developopportunities for expansion

•% increase in diesel production

•Reviewinstitutionalarrangements to support growth and diversification of the economy.

•Reviewoptionstostabilizefiscal revenue and expenditure flows. •Reviewinstitutionalarrangements 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.

•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.

•% increase in naphtha production

•% increase in LPG production

Hea

lth

and

safe

ty

•Zero harm to people and equipmemt

•Fatalities – Employees

•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.

• Ensure that 100% of healthcare facilities are licensed by the Supreme Council of Health

• Ensure that 100% of healthcare professionals are licensed by the Supreme Council of Health.

•Create a comprehensive approach to building safety, and halve the number of fire accidents.

•Askillednationalworkforcecapableofproviding high quality health services

•Anintegratedsystemofhealthcareoffering 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.

•Fatalities–Contractors

•LTIR–LostTime Injury Rate (Employees)

•LTIR–LostTime Injury Rate (Contractors)

Pref

erre

d em

ploy

er

•EmbedanORYXGTL culture

•AchieveQatarisation target

•Competitivetotal package

•TrainingandDevelopment

•Transparentperformance and reward process

•Full-time employees

•Increasetheproportionofhigh-skilled foreign labour from 17% to 23%. •IncreasetheproportionofQataris in the private sector from 5% to 15%.

•Increasethenumberofwomen in leadership positions by 30%.

•Increasethelabourforceparticipation rate of Qatari men and women ages 20–59 with a secondary education or below.

•Enforcetheactiveworkforcequota of 2% for persons with disabilities.

•Developanorganizationalmodel for technical education and vocational training and building capabilities

•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.

•Qatarisation (%)

•Females in the workforce (%)

•Employee turnover rate (%)

Reco

gniz

ed ‘g

reen

com

pany

”

•Comply/exceed MOE requirements• CO2 footprint improvement•ORYX GTL image management•Environmental community projects

•Total GHG emissions (direct and indirect) (tCo2 –e)

•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.

•Preservingandprotectingtheenvironment, 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.

• VOC emissions (ton/year)

•Total electricity used (MW)

•% electricity imported of total consumption

•Water intake from RLC (m3)

•Water discharged to sea (m3)

•Waste drums storage

•Total Flaring(MMSCM)

Reco

gniz

ed g

ood

corp

orat

e ci

tize

n

•Corporatesocialinvestment

•Communityprojects

Being Developed •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.


.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: •LawsoftheStateofQatar•RegulationsoftheStateofQatarandRasLaffanIndustrialCity•TheQatarNationalVision2030•MemorandumofAssociation•RestatedandamendedJointVentureAgreement•ArticlesofAssociation–Article6ObjectsandPowers•TheORYXGTLVisionandValues•Internationalstandardssubscribe to by ORYX GTL•CommercialagreementsenteredintobyORYXGTL

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:

•QualityManagementSystem: ISO9001:2008•EnvironmentalManagementSystem: ISO14001:2004•OccupationalHealthandSafetyManagementSystem: OHSAS18001:2007•IntegratedManagementRegistration: PAS99:2006•BusinessContinuityManagementSystem: BS25999-2:2007•InformationSecurityManagementSystem: ISO/IEC27001:2005•Generalrequirementsforthecompetenceoftestingandcalibrationlaboratories ISO/IEC 17025:2005


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 non-executive 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 BoardHis ExcellencyDr. Mohamed Bin Saleh Al-Sada

Vice Chairman of the BoardMr. Ali Al-Sidiky

Mr. G.J. Strauss Mr. Saif Saed Al-Naimi

Board SecretaryDr. Khalid Ibrahim Khalid

Mr. Marjo Louw

Governance Structure

Board Director Board Director Board Director


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:

•ChiefExecutiveOfficer:SecondedbyQatarPetroleum.•ChiefAdminOfficer: Seconded by Qatar Petroleum.•ChiefOperatingOfficer: Seconded by Sasol Synfuels International.•ChiefFinancialOfficer: SecondedbySasolSynfuelsInternational.

Figure 1: ORYX GTL organizational structure

Chief Executive Officer

A. Public Relations &Comm. Manager

DOT ProjectDirector

Chief OperationsOfficer

Chief FinancialOfficer

Chief CommercialOfficer

Chief AdministrationOfficer

Chief PlanningOfficer

DOT EngineeringManager

AccountingManager Quality ManagerMaterials Manager

Human ResourcesManager

EngineeringManager

DOT ProjectManager

Financial Analysis &Reporting Manager

Business PlanningManagerContracts Manager

IT & TelecomManager

MaintenanceManager

Business Dev. ManagerMarketing Manager

General ServicesManager

Operations SupportManager

Learning & Dev.Manager

TechincalManager

HSE Manager

ProductionManager

Legal Manager


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In this section:• OurProducts• GTLProcessOverview• MarketDestination



QNV 2030Economic 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

Core Business OutputAligning our performance

ORYX GTL – Key Performance Indicators

Qatar’s National Ambitions

Indicator 2010 2011 2012 Qatar National Development

Strategy (NDS) 2011-2016

Qatar National Vision (QNV) 2030

% increase in diesel production

6.5% 6.6% 6.3% •Review institutional arrangements to support growth and diversification of the economy.

•Reviewoptionstostabilize fiscal revenue and expenditure flows.

•Reviewinstitutionalarrangements 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. • 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.

% increase in naphtha production

5.5% 31.4% 5.3%

% increase in LPG production

New Indicator

93.6% 14.1%


Our Products

Our GTL facility converts natural gas from Qatar’s North Field into high-value, low-sulphur, 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.

Gas-to-Liquids (GTL) Technology in BriefGTL technology is the process of converting natural gas into ultra-clean, high-performance 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.

DieselThe 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.

NaphthaGTL 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.

LPGThe 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


Figure 2: GTL process overview


Figure 3: ORYX GTL product supply

Market Destination

100%

4.5%

30.5%

65%

QATAR

Diesel Flows: 65% Europe - 30.5% Middle East - 4.5% EastNaphtha Flow: 100% East

3736

Health & SafetyIn this section:• TheRoadtoZeroHarm• WorkforceSafety• OccupationalHealth


QNV 2030Social 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”


Zero Harm to people and equipment

Health and SafetyAligning our performance



Indicator 2010 2011 2012 Qatar National Development Strategy (NDS) 2011-2016


Fatalities – Employees

0 0 0 •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. • Ensure that 100% of healthcare facilities are licensed by the Supreme Council of Health•Ensure that 100% of 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•Anintegratedsystemof 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.

Fatalities – Contractors

0 0 0

LTIR – Lost Time Injury Rate (Employees)

0 0 0

LTIR – Lost Time Injury Rate (Contractors)

0 0 0


Health and Safety ORYX GTL works in a manner consistent with our zero-harm 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 HarmOur 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:

Workforce SafetyBehavioural-Based Safety: OASISORYX 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 re-occurrence 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.

Quarterly HSE Meeting We shall raise a Safety moment at every meeting we conduct, which is applicable to our business unit environment.

We, as Executive Group, shall conduct a quarterly plant tour and report findings in the Quarterly HSE meeting for potential following up.

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.

We shall provide sufficient resources and equipment in our business units to ensure that all employees carry out tasks in a safe manner.

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.

The CEO shall chair a quarterly HSE meeting to discuss relevant HSE matters.

Quarterly HSE Meeting

Quarterly Plant Tour

Bi Annual inspections

Resources and Equipment on site

HSE Recognition Award

Quarterly HSE Meeting


Figure 4: OASIS process

Figure 5: Accident Iceberg

OBSERVERS DATA COLLECTION /

FEEDBACKSTEERING COMMITEE

DATA MANAGEMENT

MANAGEMENT SPONSOR

BARRIER REMOVALTEAM

WORKERSNO SNEAKING UPNO NAME/NO BLAMESAFE & AT-RISKWHAT & WHY

Safety PerformanceOur 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

2010 2011 2012

Employees Contractors Total Employees Contractors Total Employees Contractors 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

Environmental Incidents/Spills

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

Total Man-hours 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

YTD Total Number of Recordable Injuries

1 2 3 0 3 3 0 0 0

Total Recordable Injury Rate(TRIR)

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

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.

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.


Our total of zero lost-time incidents remains in 2012, reflecting ORYX GTL’s outperformance of the industry.

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).

Figure 6: Safety performance comparison: TRIR

Figure 7: Safety performance comparison: LTIR

Figure 8: Safety performance: OIR

0.00 0.00 0.00

0.35 0.34 0.38

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

2010 2011 2012

LTIR

(per

1,0

00,0

00 m

an-h

ours

)

Year

ORYX GTL

OGP members (onshore)

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.

Health and HygieneORYX 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 HygieneThe 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.

Potable Water TestingAccess 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.


Heat StressElevated 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.

4948

Preferred EmployerIn this section:• WorkforceStrengthandDiversity• EmployeeEngagement–theORYXGTLCulture• Qatarisation• LearningandCareerDevelopment• PerformanceManagement,RewardandRecognition


QNV 2030Human 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

Preferred EmployerAligning our performance





Full-time Employees

584 647 666 • Increase the proportion of high-skilled foreign labour from 17% to 23%. •Increasetheproportion of Qataris in the private sector from 5% to 15%. •Increasethenumberof women in leadership positions by 30%. •Increasethelabourforce participation rate of Qatari men and women ages 20–59 with a secondary education or below. •Enforcetheactiveworkforce quota of 2% for persons with disabilities. •Developanorganizational model for technical education and vocational training and building capabilities

• 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 •Recruitmentoftherightmix of expatriate labour.

Qatarisation (%)

26.9% 29.2% 33.2%

Females in the workforce (%)

7.7% 8.6% 8.4%

Employee turnover rate (%)

3.6% 3.2% 5.4%


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.

2010 2011 2012

Full-time employees 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

Male employees 539 591 610

Female employees 45 56 56

Female employees as a % of total employees

7.7% 8.6% 8.4%

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.


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

2010 2011 2012

Nationals 7 9 12

Non-nationals 14 12 24

Total 21 21 36

% of employees 3.6% 3.2% 5.4%

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 capacity-building 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

Qatari nationals 157 189 221

Qatari nationals as a % of the total workforce

26.9% 29.2% 33.2%


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 well-educated 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.

Case Study: 5th Annual Career FairTo 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:•TheQatarCareerFair.•TheQatarIndependentTechnicalSchool(QITS)CareerFair.•TheTexasA&MCareerFair.

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 Competence2. Qatarisation3. Talent Management


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 AwardORYX 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.

6160

Recognized GreenCompanyIn this section:• EnvironmentalSustainability• Greenhouse Gas Emissions• FlareReduction• Volatile Organic Compounds VOC Emissions• Waste management• Water Consumption• Energy Consumption• Environmental Incidents – GTL Product Spills• GoGreen-EnvironmentalAwareness


QNV 2030Environmental 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

Recognized Green Company

Aligning our performance





Total GHG emissions (direct and indirect) (tCo2 –e)

1,807,178 2,277,487 1,718,637 • 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 databaseEstablish 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.

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


Recognized Green CompanyORYX 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 SustainabilityORYX 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.

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

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)

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 environmentalimpact with regards to flaring, GHG emissions, waste production, and water discharge to sea reduced with focused efforts, with exceptional results achieved especially during 2012.

GHGGas

AnnualEmissionsTonnes

GWP AnnualEmissions(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

Figure 9: Annual GHG Emissions 2010-1012

AchievementTail 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.


Flare Reduction

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.

Figure 10: Flaring Sources

Figure 11: Flaring Data in ton 2010 - 2012

Achievement•65%flaringreductionachievedcomparedto2011flaringlevels.•83%ofgeneratedtailgaswasusedasfuelin2012whichresultedina67% reduction in tail gas to flare compared to 2011.•Variousflarereductioninitiativescontributedtoa23%GHGreductionin2012.• Natural gas fuel consumption reduced 5%, even though the facilityproduction rate increased 6% in 2012 due to high rate utilization of tail gas as fuel.

Highlights of the Flare Minimization ProgramBy 2017•Overall90%flaringreductioncanbeachieved•Flareminimizationprogramcancontributetoreduce30%GHGemissions•Carbonefficiencyoftheprocesscanbeimprovedaround1~1.5%•Naturalgasresourceutilizationasfuelcanbereducedbyupto40%


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 implementation of effective maintenance program 70% leaks were arrested, which contributed a significant 71% reduction in VOC emissions as well as minimized potential safety and fire risks.

Other Air Emissions - NOxContinuous 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%.

Smart LDAR Implementation Team

Figure 12: Smart LDAR implementation team

Figure 13: VOC Emissions

Figure 14: Indirect GHG Emission Reduction due to Smart LDAR Program

Achievement•70%leaksarrestedwhichcontributedto71%VOCemissionreductions•23%indirectGHGemission reductionachievedcomparedtothe2011program


CEMS RATA Implementation Team with Mobile RATA Unit

Figure 15: CEMS RATA Implementation team with mobile RATA Unit

Figure 17: ORYX GTL TIW Reuse % 2009 – 2012 (annual avg)

Figure 18: QP RLC Landscaping project, Ras Laffan Avenue

Figure 16: NOx Emissions

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Unit-50 HF-001 Limit U-50 HF001

Achievement•NOxemissionsreducedsince2008duetoboilerandheateroptimization.• NOx emissions were always within the limiting standard prescribed byMinistry of Environment since 2009.

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.


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.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.

AchievementSignificant 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.

Highlights of Zero Water Discharge PlanBy 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


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.

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

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.

Achievement•WasteInventoryreducedby95%from2008till2012•Ofthewastes‘disposed’ofsite,approximately25%ofORYXGTL’swasteis either recycled or recovered (6% of total volume produced)•EstablishPyrolysisHydrocarbonrecoverytechnologyinQatar–Recoveringhydrocarbons from waste

Achievement•1015m3ofhydrocarbonandsludgewastewasprocessedusingpyrolysistechnology •51%ofindustrialoilwasrecoveredfromthishydrocarbon

Figure 21: Valuable Product Recovery from ‘Hydrocarbon’ waste


Environmental Incidents – GTL Product Spills

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•TargetzerowaterdischargetoseabyDecember2016• Optimize plant operation / stability to minimize process upsets andconsequential unplanned flaring, with an objective to reduce the flaring volume to 0.18% of total feed gas by end of 2017. •TankfarmRemediationactivities.

Energy Consumption

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.

Electricity Consumption

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


17% 13% 11%

Water Consumption

Water Intake from Ras LaffanORYX 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.

Demineralised water consumption2010 2011 2012

Water intake from RLC (m3) 1,210,429 1,247,157 1,310,053

Water DischargeORYX 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.

Water exported from ORYX GTL 2010 2011 2012

Total water discharged (m3) 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

% of export water discharged to sea 39% 27% 20%

Cooling WaterORYX GTL imports seawater into the facility for use as cooling water. This once-through 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.

Cooling water discharged to sea2010 2011 2012

Once-through cooling water (m3) 108,496,648 117,550,795 127,419,992


Go Green - Environmental AwarenessIn 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 GTLo 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.

8180

Recognised GoodCorporate CitizenIn this section:• ReachingOuttotheLocalCommunity• PromotingEducationandDevelopment• ImprovingHealth• ProtectingtheEnvironment


Recognised Good Corporate Citizen

QNV 2030Social 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

Aligning our performance



Indicator Qatar National Development Strategy (NDS) 2011-2016


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.


Recognised Good Corporate CitizenIn 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:

•Reachingouttothelocalcommunity•Promotingeducationanddevelopment•Improvinghealth•Protectingtheenvironment

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 ProgrammeThe 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.


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.

Case Study: Microsoft, ORYX GTL and QITS enhance computer literacy skills for women in Qatar

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


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.

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 re-branded 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 Al-Thani, 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.

Case Study: ORYX GTL supports Awsaj Academy


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.

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 One-Day 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.

Case Study: Qatar National Sports Day

Recognized Good Corporate CitizenRecognized Good Corporate Citizen


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 state-of-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.

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

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Areas of focus Indicator 2010 2011 2012


% Increase in Diesel production

6.5% 6.6% 6.3%

% Increase in Naphtha production

5.5% 31.4% 5.3%

% Increase in LPG production

New Indicator 93.6% 14.1%

Health and Safety

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

Preferred Employer

Full-time Employees 584 647 666

Qatarisation (%) 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%

Recognized “GREEN” Company

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


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

Appendix A: Summary of Performance

Appendix B:Report Parameters Reporting Guidance for Defining ContentRelevance: 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.


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Appendix C: Stakeholder Table

Appendix D: GRI/IPIECA Index

Our Stakeholders

Methods of engagement

Stakeholder needs

Stakeholder importance to us

Employees - 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

Customers - Customer meetings and site visits- Conferences

- Delivery of quality products, safely and on time- After-sales support

- Continued business opportunities

Suppliers and service providers

- 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 - Community forums- Corporate Social Investment initiatives- Participation in Career Fairs

- Supporting social investment initiatives- Reduction in environmental footprint

- Qatarisation (local hiring)- Environmental initiatives (e.g. reduced flaring initiative)- Building trusted relationships

Educational and research institutions

- Direct investment in educational institutions- Academic conferences

- Investment in educational facilities- Partnerships

- Development of future ORYX GTL people resources- Development of innovative technologies to increase profitability and reduce environmental impact

Shareholders - 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

Government and regulatory authorities

- Regular meetings- Written letters- Forums and awareness sessions- Training workshops

- Support Qatar National Vision 2030- Support National Development Strategy 2016 – 2011

- Provide Consent to Operate- Introduction of new legislation- Provide regulatory framework

Media - Press releases and briefings - Advertising campaigns

- Transparent and honest leadership on business, environmental, and social issues

- Reputation management- Raise awareness of ORYX GTL products

GRI INDEXStandard 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

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

GOVERNANCE, COMMITMENTS AND ENGAGEMENT

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


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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

DMA (EN) Disclosure on Management Approach Environment (EN) Pages 62-64

DMA (LA) Disclosure on Management Approach Labour Practices (LA) Pages 50-53

DMA(HR) Disclosure on Management Approach Human rights (HR) NA

DMA (SO) Disclosure on Management Approach Society (SO) Pages 82-84

DMA (PR) Disclosure on Management Approach Product Responsibility (PR) Pages 62; 63

Standard Disclosures - Performance Indicators

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

EN21 Total water discharge by quality and destination. Page 76

EN22 Total weight of waste by type and disposal method. Pages 73-75

EN23 Total number and volume of significant spills. Page 77

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 work-related 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

SOCIETY

SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs.

Page 84

IPIECA INDEXSocial and Economic

Community and society Indicator Pages

Local community impacts and engagement SE1 Pages 84-89

Social investment SE4 Pages 84-89

Local content

Local hiring practices SE6 Pages 52-53

Labour practices

Workforce diversity and inclusion SE15 Pages 52-53

Workforce engagement SE16 Pages 53-54

Workforce training and development SE17 Pages 56

Environmental

Climate Change and Energy Indicator Pages

Greenhouse gas emissions E1 Pages 65-67

Energy use E2 Page 77

Flared gas E4 Pages 66-67

Ecosystem services

Biodiversity and ecosystem services E5 N/A

Fresh water E6 Page 76

Local environmental impact

Other air emissions E7 Pages 69-70

Discharges to water E9 Page 76

Waste E10 Pages 73-75

Health and Safety

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

Product health, safety and environmental risks

Product stewardship HS4 Page 63

Appendix D: GRI/IPIECA Index


101100

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.

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.

Gas to liquids (GTL) is a refinery process to convert natural gas or other gaseous hydrocarbons into longer-chain hydrocarbons such as gasoline or diesel. Methane-rich gases are converted into liquid synthetic fuels either via direct conversion or via syngas as an intermediate.

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.

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 (GHGs) are potent gases with high global warming potential. The major greenhouse gases include the following:CO2: Carbon dioxideCH4: MethaneN2O: Nitrous oxidePFCs: Per fluorocarbonsHFCs: Hydro fluorocarbonsSF6: Sodium hexafluoride

Trauma caused to the body due to net heat load from metabolic heat and environmental factors.

Audit

Behavioral Based Safety

GTL

GRI

GRI Reporting Framework

Green House Gases

Heat Stress

Industrial Hygiene

LTIR

MPR

Occupational Health

Performance Indicator

Qatarization

Recordable Cases

Relative Humidity

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 well-being of workers and members of the community.

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.

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.

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.

Qualitative or quantitative information about results or outcomes associated with the organization that is comparable and demonstrates change over time.

The identification and development of quality, competent Qatari males and females to assume permanent positions in our organization.

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 is the ratio of the quantity of water vapour present in the air to the quantity that would saturate it at any given temperature.

Appendix E: Glossary100 101 Sustainability Report 2012 Sustainability Report 2012

103102

Stakeholder

TRIR

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.

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.

Glossary of terms


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