introduction to bsc

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Ruwais Balanced Scorecard Note: Different Internal & External sources are used for this compilation.

GASCO RUWAISBALANCED SCORE CARD

(BSC)



2

Ruwais Balanced Scorecard

ABU DHABI GAS INDUSTRIES LTD.



3

Ruwais Balanced Scorecard




4Ruwais Balanced Scorecard





GASCO RUWAIS

STRATEGY MAP




GASCO aspires to be the S2 most innovative & respected

supplier of Gas and Hydrocarbons in the U.A.E.

We are committed to excellence in all we do, S1 caring for our

people, our community and our environment.

GASCO VISION

(What we want to be in the next 3 to 10 Years)

We str ive to be the S5 employer of first choice.

Our core business is to S3 continuously generate value through

S4 world-class management of our gas plants and distribution

network within the hydrocarbon value chain.

We continuously seek to improve and S3 develop in sustainable

ways: we are trustees for future generations.




GASCO RUWAIS MISSION (Why we exist)

To ensure continuous and efficient plant operations producing premium

Products within HSE best-practices.





F I N A

N C I A L

Strategic risk-basedbusiness cases

Mission: To ensure the continuous operation and premium products within health, safety, environmental best-

practices.

C U S

T O M E R ADNOC, Total, Partex, Shell

premium product Reliable operator

Process whateverthey give us in terms of quality and quantity withinthe operating envelop

F1 – Ensure appropriate level of fundingto sustain plant operations

L E A R N I N G

&

G R O W

T H

Efficient cost producing of product/ reducemanufacturing cost

GASCO Sites, Takreer (pseudo-customer)

HSE Strategy

Takreer, Borouge,

Sound operating and Technical practices

Maintenance Inspection TurnaroundManagement

Operational ExcellenceHSE Management Integrity Management

Procurement HSECES

ISO 9000 Change ManagementSufficient andCompetent Staff

Project Management

I N T E

R N A L

P R O

C E S S E S

M a i n t e n a n c e

a n d

i n s p e c t i o n p o l i c y

A s s e t r

e l i a b i l i t y ,

i n t e g r i t y p o l i c y

a n d H S

E P o l i c y

PerformanceManagement

Engagement, development, &commitment(GASCO-21)

Emiritization

Develop Leadership &Management Talent

InvestigativeProcess

PlantDocumentation

KnowledgeManagement

Competency Assurance

Best practices

Recrui t and Retain

GASCO RUWAIS- Strategic Map-2010




. Compliance with the training plan

. Compliance with RCA TOR

. Creation Plant Documentation System

L7 Develop Leadership & Management Talent

L8 Plant InvestigationL9 Plant Documentation

Organizational Capita

. Percentage of performance appraisals completed on-time

. Strategic awareness survey

. Personal goals aligned to BSC (%)

. KMS utilization

L4 Performance ManagementL5 Align OrganizationL6 Best practice sharing

. Creating of knowledge mgmt strategyL2 Knowledge ManagementInformation Capital

. Number of team building workshops

. Compliance with ADNOC

L1 Engagement, development & Commitment (G21)

L3 Emiritization

Learning & Growth

Human Capital

. Compliance with PR initiation and qualityI11 Procurement

. Implementation of TP Business processI10 Change Management

. Populating Maximoand comply with stated frequenciesI9 HSECES

. Create new practices in OPS Dept.I8 Sound Operating Technical Practices

. Percentage of capital items completed

. Integration of major projectsI7 Project Management

. Compliance with Inspection policyI6 Inspection

. Compliance with SDMSI5 Turnaround Management

. Compliance with Maintenance management measures and procedureI4 Maintenance

. Compliance with operating procedures

. Compliance with HSE Action Plan

. Compliance with Integrity Management measures and procedures

I1 Operational ExcellenceI2 HSE Management

I3 Integrity ManagementInternal Perspective

. Downtime hours

. Number of loading delays

. Number of off-spec excursion in the feed

C2 Become a reliable operatorC3 Processing within the operating envelop

. Number of off-spec excursionsC1 Provide premium productCustomers

. Allocated VS Requested

. Expended VS Planned

. Compliance with Budget process

F1 Ensure appropriate level of funding to sustain plantoperations

Financial Perspective

Strategic MeasuresStrategic ObjectivesPerspective




GASCO RUWAIS- Balanced Score Card

Ruwais 2010 Objectives - Template

Perspective Objective Measures Targets Initiative Section

Targets

AlignedIndividual

Tasks

Financial

F-1 :

Ensureappropriate levelof funding tosustain plant

operations.




Human Capability& Resources

Proposed GASCO Corporate Strategy Map 2010

Leading edgetechnology

OperationalEffectiveness

P e o

p l e &

C u

l t u r e

S t a k e h o l d e r s

S t r a t e

g i c

P r o c e s s e s

F i n a n c i a

l

PC3Foster innovation,

improvement &sustainable culture

PC4Enhance Corporate

Social Responsibilityawareness

PC6Recruit & retain

the best people

PC5Develop leadership &

Management Talent

Maximize & SustainLong Term

Shareholder Value

P7Manage

Hydrocarbon chaineffectively

PC1Integrate IT Systems,

Network & database

CorporateExcellence &Governance

HSELeadership

P3Protect environment

P2Minimize flaring

&

HSE incidents

P13Manage Stakeholders

relationships

P11Enhance PerformanceManagement System

P5Enhance & sustain

Asset Integrity

P4Develop “ProcessSafety System”

P6Achieve Operational

Synergies using leadingtechnology

P1Conserve Energy andminimize wastages

F1. Leverage Asset

Base

F2. OptimizeCost

S2.Be Most Innovative &

Respected supplier of Gas &Hydrocarbon

S1.Care for people,community &Environment

S4.Be World-Class

Managed Company

S5.Be Employer of First

Choice

PC2Promote

GenerativeHSE culture

P16Implement

CAMS, CASeffectively

P14Upgrade

recruitment

process

P15Strive to meetEmiratization

objectives

S t r a t e g i c

T h e m e s

ValueCreation

P9

Timely executetechnical projects

P8Conduct technical

feasibility studies forvalue addition

P0Ensure compliance with ADNOC HSE CoP , Standards & Regulations

S3.Generate and

Develop SustainableValue

P10Effectively manageGas Development

Projects

P12Manage Quality,Risks & Change

Management

F3. Explore GrowthOpportunities

Growth StrategyEfficiency Strategy

P17Conduct People

Survey

F4. EnhanceStakeholders Value



HSE Leadership

P0

Ensure compliance with ADNOC HSE CoP , Standards & Regulations

P0

Ensure compliance with ADNOC HSE CoP , Standards & Regulations

P3

Protect environment

P3

Protect environment

P2Minimize flaring

&

HSE incidents

P2

Minimize flaring

&

HSE incidents

P1

Conserve Energy and

minimize wastages

P1

Conserve Energy and

minimize wastages

S1

Care for people, community & environment

S1

Care for people, community & environment

Description KPI Unit TargetStrategic

Initiatives

S1

Care for

people &

community

S1.1 Fatalities # 0

S1.2 TRIR

# per

million

man hours

0.7

P3Protect

environment

P 3.1 CO2 Emissions KTA 8750

P 3.2 Non CO2

EmissionsKTA 173.2

P2 Minimize

flaring & HSE

incidents

P 2.1 HSE Incident

Reporting # 4100

P 2.2 Flaring MMSCFD 28

P0

Ensure

compliance

with ADNOC

HSE CoP,

Standards &

Regulations

P 0.1 Conduct HSE

Impact Assessment

P 0.2 Conduct Level 1

HSE audit

P 0.3 Conduct Level 2

HSE audit

P 0.3 Implement

HSEIA for major

projects

P 0.4 Establish

waste

aggregation schemes

P 0.5 % of

compliance with HSE

Division Action Plan

%

PC2

Promote

Generative

HSE culture

PC2.1 Conduct

Generative HSE

culture evaluation at

all sites/HQ

%

Theme Owner: SVP(O)

F1

Leverage Asset Base

PC2

Promote Generative HSE culture



Theme Owner: SVP(A)

S5.

Be Employer of First Choice

S5.

Be Employer of First Choice

Description KPI Unit TargetStrategic

Initiatives

S5Be employer

of first choiceS5.1 Resignation # <40

P16

Implement

CAMS, CAS

effectively

S16.1 People Development # 7

P15

Strive to meet

Emiratization

objectives

P 15.1 Emiratization % 49.8

P14

Upgrade

recruitment

process

P 14.1 Recruitment (Expats) # 213

P 14.2 Successful Recruited

employees

through

e‐

recruitment system %

P 14.3 Reduce turn‐over of

new hires during first year#

P 14.4 Reduce average

number of

interviews/position

#

P 14.5 Reduce average open

time of job positionsdays

P 14.6 Increase manager

satisfaction with the recruit%

Human Capability & Resources

P16

Implement

CAMS, CAS

effectively

P14

Upgrade

recruitment

process

P15Strive to meet

Emiratization

objectives

P17Conduct People

Survey

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