2011 Sustainability Report - ORYX GTL4 5 About this report At ORYX GTL, we strongly believe that by...

1

2011 Sustainability ReportFuelling the Future for a Sustainable Qatar

32

2011Sustainability 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 46

[3] Preferred Employer 48

Workforce Strength and Diversity 52

Employee Engagement – the ORYX GTL Culture 53

Qatarisation 55

Learning and Career Development 57

Performance Management, Reward, and Recognition 59

[4] Recognised ‘GREEN’ Company 60

Greenhouse Gas Emissions 64

Flare Reduction 66

Other Air Emissions 70

VOC Emission Monitoring 71

Energy Consumption 72

Waste Management 72

Water Consumption 73

[5] Recognised Good Corporate Citizen 76

Reaching Out to the Local Community 80

Promoting Education and Development 82

Improving Health 84

Protecting the Environment 85

Appendices 88

Appendix A – Summary of Performance 88

Appendix B – Report Parameters 89

Appendix C – Stakeholder Table 90

Appendix D – GRI/IPIECA Index 91

Appendix E – Glossary 94

Contents

54

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 2011 Sustainability Report is the second annual sustainability report produced by ORYX GTL and discloses our 2011 performance on economic, social, and environmental issues related to our operations in Qatar.

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 Sustainable 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:

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

54

Sustainability Report 2011 Sustainability Report 20114 5

76

Message from the Chairman by His Excellency Dr Mohammed bin Saleh Al Sada

I am pleased to state that ORYX GTL has played an important role by demonstrating the benefits of conversion of gas to liquid products in the global energy mix, and for providing an alternative for monetizing the State of Qatar’s natural gas. It has continued to demonstrate its commitment towards the goals of Qatar National Vision 2030 through its responsible operational deliverance.

The year 2011 has been yet another year when ORYX GTL recorded an increase in its operating profit, achieved through maintaining high plant stability that contributed to Qatar’s economic growth, providing employment to its youth and increased revenues to the government shareholders.

ORYX GTL continues to tread on its path to ‘Zero Harm’ by further improving its already stringent safety standards. It has demonstrated its commitment towards the environment by implementing projects to minimize waste generation, a significant step towards sustainable development.

ORYX GTL has been instrumental in Qatari human resource development. It has encouraged and promoted the effective participation of both Qatari men and women in the work place, providing training opportunities and skills development avenues for their career advancement. In addition the company’s Corporate Social Responsibility Program has amply contributed to this effort through its support for organizing various career fairs, both inside and outside of Qatar and encouraging the Qatari youth to participate in these events.

Wishing all the best.


98

Foreword from the CEO by Abdulrahman M. Al-Suwaidi, ORYX GTL C.E.O.

Our company again delivered on our value of sustainable development by improving on our safety, environment, production and social responsibility performance in 2011. We are very proud on the individual and collective contributions of our workforce to help us achieve more than 7 million man hours worked without Lost Time Injury. The commitment to safety has moved beyond being just a priority and is now a way of life, part of the very fabric of ORYX GTL’s corporate culture.

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 focus on continuous improvement resulted in record production in 2011 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.


1110

About ORYX GTLThe Middle East’s First GTL Plant


About ORYX GTLThe Middle East’s First GTL Plant

2011 HighlightsORYX GTL maintained the culture of operational excellence and continuous improvement in the past year.

Significant milestones for 2011 included:

• The new ORYX GTL Doha Health Centre was officially opened in January 2011.

• Achievement of over 7 million man-hours worked with 0 Lost Time Incidents (LTIs).

• A 13% increase in average daily production from 2010 to 2011.

• A new record in production of final products, on the 90-day Maximum Proven Rate (MPR).

• A record plant run-length, with 3 consecutive months at 100% availability (September, October, and November 2011).

• September 2011’s actual production surpassed the 100% design plant production by 4.5%.

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

• Successful commissioning of the Gasal oxygen production facility.

• Achievement of the first ISO certification from BSI, in ISO 25999 (Business Continuity) and ISO 27001 (Information Security), of any oil and gas company in the Middle East.

• A low workforce attrition rate of 3.1%.

• Participation in the 20th World Petroleum Congress; ORYX GTL received the Sustainable Stand Awards for building and demonstrating the most sustainable stands for stands above 200 square meters.

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 650 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 aim to be an integrated energy company globalizing premium, environmentally friendly GTL products.

ORYX GTL VALUES

People: Ensuring that all staff are treated with respect and dignity. We actively pursue stakeholder satisfaction.

Sustainable Development: Create a culture of operational excellence and continuous improvement in a zero harm manner.

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

% Shareholding

51 %

49 %

1514

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, Crown Prince 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 Outcomes

Core

Bus

ines

s O

utpu

t

•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.

•Askillednationalworkforcecapableof providing 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.


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

.

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

The Integrated Management System in ORYX GTL is a single integrated system used to manage the company’s processes effectively and efficiently in order to meet the organization’s objectives. It ensures proper alignment between processes and minimize duplications. IMS sets the business governance by setting up the policies, standards and procedures. Regular reviews and audits are conducted to ensure compliance to the 7 International Standards that ORYX GTL is certified with.

Mohamed Al-EnaziQuality Manager


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


Core Business Output In this section:• OurProducts• GTLProcessOverview• MarketDestination

2928


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 2009 2010 2011 Qatar National Development

Strategy (NDS) 2011-2016

Qatar National Vision (QNV) 2030

% increase in diesel production

New Indicator

6.5% 6.6% •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

New Indicator

5.5% 31.4%

% increase in LPG production

New Indicator

New Indicator

93.6%

LTIR – Lost Time Injury Rate (Contractors)

0.27 0 0


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 2011 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 DestinationORYX GTL Limited celebrated its 100th shipment of premium GTL products on 2nd March 2011. This accomplishment reinforces ORYX GTL commitment to Qatar’s Vision 2030 and its goal of becoming the GTL capital of the world.

ORYX GTL Chief Commercial Officer, Mohamed Al Mushiri expressed that ORYX GTL products have been successfully introduced to the Markets through the combined efforts, support and flexibility of all parties in the Supply Chain, without which, the achievement of the successes would not have been possible.A specialised effort from a dedicated marketing team to introduce and place the first commercially available GTL

products was required in order to highlight to buyers the benefits of these products, and to ensure their successful placement. A strategy to develop a base of loyal customers who would derive and appreciate the unique GTL benefits was followed. The emphasis of the initiatives was on the development of strong commercial business relationships based on honesty, integrity and open dialogue. This approach has resulted in mutually beneficial relationships with a number of parties and the successful delivery of GTL products, with associated value uplift, to a wide range of end users and destinations.The 100th shipment is another great achievement for ORYX GTL in its path to deliver its premium environmentally friendly GTL products to the global markets, and therefore make GTL the choice.

Case Study: ORYX GTL’s 100th Shipment

Marketing Department aims to achieve 100% customer satisfaction by delivering quality environmentally friendly GTL products through smooth coordination and operations

Rashid AlghithaniHead of Marketing

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 2009 2010 2011 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)

0.18 0 0

LTIR – Lost Time Injury Rate (Contractors)

0.27 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 to 2011. 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 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

Case Study: At-risk behaviors for March 2011

Figure 5: Accident Iceberg

OBSERVERS DATA COLLECTION /

FEEDBACKSTEERING COMMITEE

DATA MANAGEMENT

MANAGEMENT SPONSOR

BARRIER REMOVALTEAM

WORKERSNO SNEAKING UPNO NAME/NO BLAMESAFE & AT-RISKWHAT & WHY Observations – Good Behaviors

• Following work procedures notably hot works, confined space entry and hazard communication by supervisors

• Job concentration and eyes on task

Areas for improvement • Unsafe use of hand tools (selection, storage and use)• Body position (Line of Fire)• Inadequate use of protective glove

Observations – other “At Risk Behaviors”• Removal of various pinch points and contract hazards (heat/cold) close to scaffold

ladders when deemed unsafe• A number of observations involving lack of hand tight leather gloves were highlighted • An observation regarding the use of mobile phones on the plant• A number of issues and observation regarding housekeeping and the correct disposal

of weight• Observations regarding the non use of fall protection due to lack of procedure

awareness

We need your help to help reduce these so please take the time to discuss during your team meetings.

Barrier Removal Committee Meeting Minutes:First meeting was held on the 12th of April, 2011 with the following points highlighted:• Supervisors need to raise the above issues in meetings to help communicate what

we can do to reinforce safety behavior.• Facilitate safety moments based on “At Risk Behavior”• Reinforce the benefits of Safe Behavior with work groups

1

21

18

249

33

19

Body Position

Body use / Ergonomics

Tools / Equipment

Procedures

PPE

Environment

Others


Safety PerformanceOur workforce completed a total of 3.6 million man-hours in 2011, which is lower than the 3.8 million man-hours worked in 2011 when a planned shutdown took place at our facility in Ras Laffan. We are pleased to report that no fatalities or lost-work-day cases were experienced in 2011 by either employees or contractors. Unfortunately we did experience a total of three recordable injuries for 2011, consisting of one restricted work case, one medical treatment (due to heat exhaustion experienced during August 2011), and one recordable illness. All three of the recordable injuries were experienced by our contractor workforce. Although the number of recordable injuries remained stable from 2010, our Zero Harm objective requires a renewed focus on safety improvement.

Health and Safety indicator

2009 2010 2011

Employees Contractors Total Employees Contractors Total Employees Contractors Total

Fatality 0 0 0 0 0 0 0 0 0

Lost Workday Case 1 2 3 0 0 0 0 0 0

Restricted Work 0 1 1 0 1 1 0 1 1

Medical Treatment 0 4 4 1 1 2 0 1 1

Recordable Illness 0 0 0 0 0 0 0 1 1

First Aid Cases 4 5 9 2 3 5 0 9 9

Fire/Explosion Incidents

11 0 11 17 0 17 9 0 9

Near Miss Cases 31 0 31 9 12 21 38 4 42

Property Damage 2 2 4 4 2 6 7 7 14

Security Incidents 1 0 1 0 0 0 1 0 1

Environmental Incidents/Spills

20 0 20 12 0 12 1 1 2

Motor Vehicle Accidents/Incidents(on site)

8 6 14 8 3 11 6 3 9

Motor Vehicle Accidents (travel)

4 0 4 4 0 4 1 0 1

Total Man-hours 1,084,072 1,497,745 2,581,817 1,150,785 2,665,312 3,816,097 1,211,693 2,424,372 3,636,065

YTD Total Number of Recordable Injuries

1 7 8 1 2 3 0 3 3

Total Recordable Injury Rate(TRIR)

0.18 0.93 0.62 0.17 0.15 0.16 0.0 0.25 0.17

YTD Total Number of Lost Time Injuries

1 2 3 0 0 0 0 0 0

Total Lost Time Injuries Rate(LTIR)

0.18 0.27 0.23 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 45 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 2011 was approximately half the rate of the average performance of the industry for the same period. After a significant decrease from 2009 to 2010, the TRIR for ORYX GTL has remained fairly constant, and our goal remains to achieve reductions in recordable injuries.

Our total of zero lost-time incidents in 2010 and 2011, a significant improvement from 2009, reflects ORYX GTL’s outperformance of the industry.

Figure 6: Safety performance comparison: TRIR

Figure 7: Safety performance comparison: LTIR

ORYX GTL believe that Safety is a Way of Life” and by living this value we keep our people safe and sustain our business in an environmentally friendly manner. Our excellent results prove our dedicated approach and our commitment proves our resolve to lead the industry

Andrew BrittenHSE Manager


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

PreferredEmployerIn this section:• WorkforceStrengthandDiversity• EmployeeEngagement–theORYXGTLCulture• Qatarisation• LearningandCareerDevelopment• PerformanceManagement,Reward,andRecognition


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

548 584 647 • 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 (%)

22.4% 26.9% 29.2%

Females in the workforce (%)

6.9% 7.7% 8.6%

Employee turnover rate (%)

2.9% 3.6% 3.2%


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 2010, 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 2011 the number of full-time employees increased by 11% to nearly 650 employees. This growth is consistent with our strategy of focusing on plant stability and incremental growth.

2009 2010 2011

Full-time employees 548 584 647

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 2011 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 2011, ORYX GTL recruited 95 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.

2009 2010 2011

Nationals 47 42 41

Non-nationals 45 37 55

Total 92 79 96

At the end of 2010, ORYX GTL possessed a diverse workforce representing 35 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 into 2011, 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 increased by 19.6% from 2010’s figures; women now represent 8.6% of the total workforce.

2009 2010 2011

Male employees 510 539 591

Female employees 38 45 56

Female employees as a % of total employees

6.9% 7.7% 8.6%

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 2011 Employee Engagement Survey was completed by 92% of our workforce. Overall the data show that ORYX GTL has an engaged workforce, with 9 out of 10 employees indicating that they are proud to work for the company and would recommend the company to their friends and family as a good place to work. The data also reveal a number of very positive views about key issues, such as:


• Safety – 91% of respondents agree that management responds quickly to safety issues when they are identified, and 87% agree that the company never compromises on safety in order to meet other targets.

• Responsible business practice – 92% agree that ORYX GTL acts responsibly towards the environment.

• Organisational future – 9 out of 10 employees are confident about the future success of the company.

• From all of the data collected, three areas of improvement requiring management’s focused attention were identified:

- Efficiency within ORYX GTL. - Appraised and rewarding of personal performance. - Opportunities for personal development inside the company.

The Employment Engagement Survey also reflects engagement within the individual groups and departments in ORYX GTL. 2011 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, falling from 2010’s figures despite an increasing workforce. Turnover in 2011 was 3.2%, including individuals who left the company voluntarily and involuntarily.

2009 2010 2011

Nationals 8 7 9

Non-nationals 8 14 12

Total 16 21 21

% of employees 2.9% 3.6% 3.2%

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 20% in 2011 to represent 29.2% of the organisation. During 2011, ORYX GTL successfully recruited 41 new Qatari nationals, while 9 resigned.

2009 2010 2011

Qatari nationals 123 157 189

Qatari nationals as a % of the total workforce

22.4 26.9 29.2


Under the patronage of ORYX GTL CEO, Mr. Abdul Rahman M. Al Suwaidi, and in the presence of all its Qatari managers and employees, ORYX GTL Limited held its 3rd TAWASOL DAY at the Four Seasons Hotel in Doha. The event was dedicated to Qatari employees, as part of ORYX GTL’s program aimed to communicate with them, bringing them closer to senior management, providing a forum to discuss their concerns and to follow-up on their training and development schemes.

Mr. Al Suwaidi said: “The aim of this meeting is to address the issues that concern you, our staff, whom we consider as the cornerstone of our success. These discussions are essential to progress in our developmental plans that will make ORYX GTL the pioneer in the GTL field.” Highlighting his commitment to this program, Mr. Al Suwaidi added that the continuous improvement and development of the employees, is one of the things that keeps him occupied and brings him more satisfaction, because he wants to see all the developees move forward and achieve their goals since they are the future of the industry and of Qatar.The meeting included discussions between management and employees, in addition to presentations outlining the success stories of some of the employees who have effectively completed their training and development programs and have been appointed to their target positions within the company.Commenting on his experience at ORYX GTL, Abdullah al Thani said: “I joined the ORYX GTL family seven months ago, and I have received a lot of support, not only from my direct team members in the Public Relations Department, who have explained me the details of my tasks and responsibilities; but also from other departments, who have spared no efforts to get me started on my journey. I would like to advise all staff, especially the developees, to work hard to achieve their goals; you should overcome the fear of committing a mistake, as this would become a barrier to your success.”Referring to her successful experience, Mariam al Suwaidi commented: “I joined ORYX GTL as a developee 18 months ago, and I have passed my training and development program earlier than the set target thanks to the company’s efforts to develop my skills. ORYX GTL gives special attention to the training and development program for Qataris, giving them all the support they need, which is the main reason behind my success. It was their help and support that made me achieve my goals and reach the position that was set for me.”The staff also presented their suggestions and inquiries communicating openly about a vast range of topics. The CEO, along with the chiefs, managers, and head of sections answered the inquiries and committed to review certain issues that were raised in the discussion in order to present suitable solutions accordingly.The TAWASOL DAY included a number of other activities, such as quizzes regarding the ORYX GTIL’s history, vision and values, aiming at boosting the spirits of employees and motivating their creativity. In addition, ‘Certificates of Appreciation’ were presented to outstanding employees across all fields of work to acknowledge their commitment and encourage them to continue their good work. As a way of concluding a fruitful day, the CEO addressed all attendees and expressed his thanks to all the employees for their efforts. Moreover, he assured his will to fully support the development program, so that developees may overcome all obstacles and consequently contribute to the achievement of ORYX GTL’s established goals as well as those set for Qatar’s integral development.

Case Study: Tawasol day for local Qatari employees To support the recruitment of Qatari nationals, ORYX GTL participates in career fairs and invests in potential future employees through internships and development programmes. During 2011, 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. In 2011, ORYX GTL sponsored students to attend the conference of the Association of International Petroleum Negotiators (AIPN) and the 2011 XTL conference.

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


Doha, Dec. 6, 2011

ORYX GTL, with over a quarter of its work force made up of Qatari Nationals, sees the development of local talent in energy resource-rich countries as one of the key ways for the global energy industry to avert a pending talent shortage crisis.

One of the most pressing issues facing the petroleum industry is developing, attracting and retaining a highly skilled talent pool and replenishing an ageing workforce with a new generation of future leaders -- Cambridge Energy Research Associates produced a famous survey in 2007 of international energy executives that highlighted that more than 50 percent of engineers employed in the industry at that time will be retired by 2015.

“ORYX GTL provides every opportunity for high quality learning, training and development programs to be made available for all our Qatari employees,” said Walter Green, Head of Training and Development at ORYX GTL. “Employers should be encouraged to engage more with facilitating a coaching and mentoring culture as part of long-term plan to harvest this next generation of talent,” he told the audience of the ORYX GTL Majlis Series yesterday at the World Petroleum Congress.

The energy and industrial sectors in Qatar, which holds the world’s third-largest natural gas reserves, currently employs about 5,500 Qataris holding permanent positions, with a further 4,000 undergoing requisite training.

The International Monetary Fund forecasts that Qatar’s economy will grow this year by 19 percent, faster than any other economy and double the country’s growth rate for 2009.

“The key source for future talent in the energy industry is in the Middle East and Asia where there still remains a real commitment to educating engineers,” said Senergy Chief Executive Officer James McCallum, who was a member of the audience at the ORYX GTL Majlis Series. In the 1970s, 40 colleges in the U.S., the world’s largest energy consumer, offered degrees in petroleum engineering, today, there are less than 20.

ORYX GTL earlier this year agreed to establish the academic Chair for the Department of Mechanical Engineering at Qatar University. This Chair will provide ORYX GTL and QU the facility to work collaboratively on key areas of mutual interest. The “Chair will provide both for an academic link (managing interns, summer training and programmes closely associated with ORYX GTL’s business) but it will also provide real time consultancy to ORYX GTL’s operational group, through direct research within ORYX GTL’s plant environment.

Case Study: Tawasol day for local Qatari employees 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 also introduced 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:• GreenhouseGasEmissions• FlareReduction• OtherAirEmissions• VOCEmissionMonitoring• Energy Consumption• Wastemanagement• WaterConsumption


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)

New Indicator

1,807,178 2,277,487 • 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

New Indicator

105.17

Total electricity used (MW)

10,358 9,975 10,216

% electricity imported of total consumption

18% 17% 13%

Water intake from RLC (m3)

1,383,452 1,210,429 1,247,157

Water discharged to sea (m3)

1,337,477 621,129 450,165

Waste drum storage

10,111 6,427 3,706

Total Flaring (MMSCM)

New Indicator

New Indicator

634


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 department 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.

Greenhouse Gas Emissions

As worldwide awareness of climate change and global warming increases, many countries have adopted greenhouse gas (GHG) emission reduction strategies and control measures. In recent years, the State of Qatar in liaison with QP has begun to follow the international framework for measuring, reporting, and verifying GHG emissions in an obligatory position with respect to controlling GHG emissions from its oil and gas operations, in support of Qatar’s 2030 National Vision.

Since 2010, ORYX GTL has initiated implementation of GHG accounting and reporting to regulatory authorities according to European guidelines and best international and industry practices. The objective of the GHG accounting and reporting programme is to achieve auditable and verifiable monitoring and accounting of GHG emissions from ORYX GTL operations, as accurately and reasonably as possible, in order to allow us to report the verifiable GHG inventory to the required regulatory agencies. The results from the programme may also form a sound basis for future implementation of other GHG emission reduction programmes. The detailed GHG emission calculation methodology is developed based upon European and IPCC guidelines.

GHG emissions reported in 2011 showed a significant increase from 2010 values – a direct reflection of our higher volumes of production. Of note is the fact that the GHG reporting calculation accuracy has been improved during this reporting period. As a global leader in the GTL industry, ORYX GTL will continue to investigate and promote GHG emission reduction programmes and control measures via flare minimisation, efficient resource utilisation, and energy conservation, with an eye towards ensuring sustainable green practices.

Figure 8: ORYX GTL GHG Emissions

As a Global leader in the GTL industry, ORYX GTL is continuously investigating and promoting GHG emission reduction programs and control measures via flare minimization, efficient resource utilization and energy conservation, ensuring sustainable green practices. ORYX GTL’s GHG emission inventory is certified in accordance with ISO146064-3:2006 requirements. The certification is proof that ORYX GTL is committed to protect the environment and become a sustainable green company in Qatar.

Pon Saravanan NeerkathalingamEnvironmental Supervisor

GHGGas

GWPapplied

AnnualEmissionsTonnes

AnnualEmissions(t CO2(e))





2009 2010 2011

CO2 1 NA NA 1,805,997 1,805,997 2,276,182 2,276,182

CH4 21 NA NA 22.7 477 25.09 527

N2O* 310 NA NA 2.27 704 2.51 778

Total NA NA 1,806,021 1,807,178 2,276,209 2,277,487


Product contribution to reduction of greenhouse gas emissionsCompared to conventional diesel fuels derived from crude oil, GTL diesel from ORYX boasts an impressive environmental and performance profile. ORYX GTL’s diesel is characterised by a high cetane number (at least 70), low sulphur (less than five parts per million), low aromatics (less than 1%), and good cold-flow characteristics (less than 5 -10o C).

Diesel from ORYX GTL is compatible with existing fuel distribution infrastructure. In addition, GTL diesel can be used in both current and envisaged future diesel engines, along with exhaust gas after-treatment technologies. Furthermore, GTL naphtha is highly paraffinic with very low sulphur, naphthenic, and aromatics content, which makes it suitable as a quality feedstock for cracking to produce ethylene for supply to the polymer industry.

Flare Reduction

As part of our commitment to the environment, operational excellence, and continuous improvement in a zero-harm manner, a flare minimisation strategy is being finalised. The strategy includes several projects to reduce the amount of gases flared to achieve our target of near ZERO flaring. ORYX GTL has established a dedicated team to eliminate bad actors and improve the stability and reliability of the units to reduce the upsets and consequent flaring of gases. Flaring at ORYX GTL consists of pilot gas, LP flaring, tail gas flaring, and process gas flaring. During stable operation, flaring consists mostly of tail gas, the contents of which are approximately 12% hydrocarbon and 88% non-hydrocarbon.

Flare Minimisation ProgrammeThe World Bank’s Global Gas Flaring Reduction (GGFR) public-private partnership was launched at the World Summit on Sustainable Development in Johannesburg in 2002. GGFR supports the efforts of oil-producing countries and companies to increase the use of associated natural gas and thus reduce flaring and venting, which wastes valuable resources and damages the environment. As part of our commitment to the environment, operational excellence, and continuous improvement in a zero-harm manner, a flare minimisation strategy is currently being finalised, including several projects that will reduce the amount of gases flared to our target of near ZERO flaring.

ORYX GTL is utilising different projects to achieve reduction of flaring during normal operation and upsets. Minimising of trips to different units is achieved by forming a dedicated team of Operations Sustainability and Growth Projects (OSGP), intended to eliminate the bad actors and improve stability and reliability of units to reduce upsets and flared gases.

Short, medium, and long-term actions in the overall flare minimisation action plan can be summarised as per the following:

I. Short term II. Medium Term III. Long Term

Increase consumption of tail gas as fuel within the ORYX GTL process units, with a target completion date of year-end 2012. The projects identified for fast implementation will lead to adjustment of, modification of, and investment in existing control systems and associated instrumentation. The convection section of the Auto Thermal Reformer (ATR) fired heater will also be cleaned.

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.

Figure 9: ORYX GTL flare breakdown


I. Short-Term Action Plan (target completion date: 31st Dec., 2012)

The short-term plan for handling the main flare is based on the concept of increasing consumption of tail gas as fuel within ORYX GTL’s process units. The following projects will be executed:

• Changing trim on natural gas and tail gas valves in U72 fired heater• Commissioning of tail gas header pressure cutback system to maximise tail gas

as a fuel• Increasing the bridgewall temperature trip settings to 10,500o C from 1000o C

to maximise tail gas as a fuel• Cleaning of ATR train 2 fired heater convection section• Developing of advanced process control solutions on the controllers in U50,

U60, and U87 to reduce the process gas being flared

These activities will increase fuel demand, which will be met by excess tail gas made available throughout the process. All of the above projects will be completed before year-end 2012.

II. Medium-Term Action Plan (target completion date: 31st Dec., 2013)

The medium-term action plan for handling the main flare is again based on the concept of increasing consumption of tail gas as fuel within ORYX GTL’s process units. The following projects will be executed:

• Process control or hardware changes to fire full tail gas (zero natural gas) to both U20 and U72 fired heaters without impacting the stability of the operating units. The medium-term action plan for the low-pressure vent gas flares is based on recovery of hydrocarbons containing gases and used as internal fuel.

• A proposal to divert a wax-free high-pressure stream containing hydrocarbons (vent gases from Unit 30 wax rundown drums) from low pressure vent gas flares to the fuel system, to be used along with tail gas as fuel in fired heaters.

III. Long-Term Action Plan (target completion date: 31st Dec., 2017)

The long-term action plan for handling the main flare and low-pressure vent gas flare is based on the concept of using streams as fuel for vent gas recompression and fuel gas mix drums. The following projects will be executed:

• Installation of a vent gas recompression system to recover low-pressure gases containing hydrocarbons to be used as fuel in fired heaters or boilers

• Installation of fuel gas mix drum in boilers, the U50 fired heater, and the U60 fired heater, without impacting the stability of the operating units. The goal is to mix tail gas with low-pressure vent gases as fuel along with natural gas.

The table below provides the summary of the projected reduction in flared gases at each stage of the project.

Flare Minimization Action Plan

Design Current After short-term action

After Mid- term action

After Long-Term action

Dec-2012 Dec-2013 Dec-2017

Company Average Flaring: mmscf mmscf mmscf mmscf mmscf Total gas Flared (Monthly) 263.6 549.6 343.3 263.6 18.1

Total Feed gas (Monthly) 9791 9847 9840 9840 9889Pilot gas (Total Monthly) 14.4 18.1 18.1 18.1 18.1

LP flare (Total Monthly) 174.7 170.3 170.3 174.7 0.0Tail gas (Total Monthly) 74.4 309.7 154.8 74.4 0.0Process gas (Total Monthly) 0.0 51.6 25.8 0.0 0.0Sweet Gas U-78 (Total Monthly) 0.0 0.0 0.0 0.0 0.0

Flaring as Volume % of Total Feed NG

2.69 5.58 3.49 2.68 0.18

2011 Flaring StatisticsPlanned daily flaring at ORYX GTL totals 68 million standard cubic feet per day (MMSCF/day). Flaring during July 2011 was higher than planned due to a total facility trip on 17 July 2011, followed by the start-up on 26 July 2011. Flaring statistics in 2011 are shown in the following table.

Flaring parameter Jan-11 Feb-11 Mar11 Apr-11 May-11 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11

Flaring incidents, planned

0 0 0 0 0 0 0 0 0 0 0 0

Flaring incidents, actual

1 3 3 2 0 1 4 1 0 2 1 2

Planned flaring, MMSCF

2108 1904 2108 2040 2108 2040 2108 2108 2040 2108 2040 2108

Actual flaring, MMSCF

2425 2017 2040 1937 1606 1930 2520 1985 1343 1522 1321 1737

Flaring, actual as % of planned

115% 106% 97% 95% 76% 95% 120% 94% 66% 72% 65% 82%

At ORYX GTL we believe that by applying the best Process Control Technology’s to suit each situation we can enhance our productivity, safely while ensuring stable operations. We improve the productivity of the Panel Operators by supplying online control tools that are aimed at ensuring that the best performance can be achieved with as little conscious effort as possible.

Reine KnoetzeSenior APC Engineer


Other air emissions

Our Consent to Operate issued by the Ministry of Environment (MoE) requires that all combustion sources with a heat input capacity of 25 MW be fitted with a Continuous Emissions Monitoring System (CEMS). Emission sources with a heat input capacity of less than 25 MW are monitored manually once per month. ORYX GTL has nine stacks and one emergency process flare that are supplied with a CEMS. Point sources with compliance parameters and limits are shown in the table below.

Source ID No Parameter Unit Limit

U20 – Heater 1 120-HF-101 NOx mg/Nm3 55

U20 – Heater 2 120-HF-201 NOx mg/Nm3 55

U50 – PWU 1 150-HF-001 NOx mg/Nm3 80

U50 – PWU 2 150-HF-002 NOx mg/Nm3 55

U60 - HPF 160-HF-001 NOx mg/Nm3 55

U72 – Super heater 172-HF-001 NOx mg/Nm3 130

U72 – Boiler 1 172-BF-010A NOx mg/Nm3 55

U72 – Boiler 2 172-HF-010B NOx mg/Nm3 55

U72 – Boiler 3 172-HF-010C NOx mg/Nm3 55

VOC Emission Monitoring

Fugitive Volatile Organic Compounds (VOCs) from oil and gas operations are a source of direct and indirect greenhouse gas emissions. The major source of fugitive emissions from oil and gas activities is the leaking of process components (emissions from piping components such as flanges, connectors, valves, and pumps). As part of ORYX GTL’s commitment to comply with legal requirements, and our striving to exceed those requirements, ORYX GTL has implemented the ‘Smart LDAR’ programme, with an objective of detecting and repairing major leaks more effectively and more quickly than conventional monitoring methods.

Under conventional LDAR (Leak Detection and Repair) programmes, it is expensive and labour-intensive to monitor every individual component of the facility for leaks. Earlier studies showed that over 90% of reducible fugitive emissions were attributed to 0.13% of the components monitored, demonstrating that significant time and effort are wasted on monitoring of components that do not leak. Furthermore, after an LDAR programme has been implemented at a site, the number of leaks detected during each subsequent monitoring period decreases, because pre-existing leaks have been repaired and may not leak for regulatory update extended periods of time.

During 2011, ORYX GTL’s monitoring programme identified 130 leaks in the facility, emitting approximately 233 tons of VOC into the atmosphere. After implementing the repair programme, emissions were reduced to 105 tons, representing achievement of greater than 55% of VOC emissions reduction.

Figure 10-11: ORYX GTL point source NOx emission over the years 2007-2011

Figure 12: VOC emissions from ORYX GTL process units


ORYX GTL’s Smart LDAR ProgrammeORYX GTL recognises that a Smart LDAR programme, approved by the United States Environmental Protection Agency (USEPA), is a smarter, more efficient, and more cost-effective method for fugitive emission monitoring and control. Smart LDAR technology uses an infrared optical gas imaging camera to provide real-time imaging, providing the location of any components leaking beyond a defined threshold. This allows scanning of process areas containing tens to hundreds of components more quickly in real time. Following these initial qualitative VOC emission scans, the Smart LDAR programme uses toxic vapour analysers to quantify emissions from leaking components. As a result, Smart LDAR enables faster detection of significant leaks, quantification of major leaks, quicker repair, and more efficient use of resources.

The Smart LDAR programme implementation is another milestone achievement by ORYX GTL, indicative of our continuous striving to improve environmental performance by adopting best practices in the oil and gas industry.

Waste Management

Reduce, Reuse, Recycle, and Recover (4R) - these four concepts form the basis of the integrated waste management system implemented at ORYX GTL. Over the years, we have identified various sources of waste streams and implemented the 4R concept. Setting ambitious metal recovery targets, clearly defining various source streams, and revising IMS waste management work-flow processes have had a huge influence on our waste inventory.

The following initiatives have been successfully implemented:

• Reduction of waste by proper segregation at its source• Reuse of treated wastewater for irrigation purposes• Recovery of metals from spent catalysts• Recovery of energy from wax and hydrocarbon waste• Recycling of plastics, paper, metal, and used oils• Recovery of hydrocarbon from waste oil and sludge

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

2009 2010 2011

Total electricity used (MW) 10,358 9,975 10,216

Electricity imported from RLC (MW)

1,873 1,695 1,363

Electricity generated (MW) 8,485 8,281 8,853


18% 17% 13%

Figure 13: Waste disposal data for 2011 Figure 14: Waste drums storage data for 2011

Water Consumption

In recent years, the Qatari government has placed an emphasis on reusing treated industrial wastewater (TIW) for both economic and environmental purposes. ORYX GTL’s wastewater management focuses on both prevention of pollution by source reduction and utilisation of closed water systems, in which the reuse of wastewater plays a major role. At ORYX GTL, we consider treated process wastewater to be a valuable national resource; consequently, we are committed to the effective integration of various reuse options into our management of wastewater.

Treated Industrial Water ReuseOur operations generate approximately 5,500 m3/day of treated water. Currently, more than 90% of that water is being reused for various applications. Our treated water meets the recommended limits issued by the Qatar Ministry of Environment for irrigation water, as well as USEPA guidelines for water reuse. ORYX GTL conducts daily monitoring of the quality of treated industrial water leaving the site boundaries to ensure that it meets the standards of Ras Laffan Industrial City (RLIC), MOE, CTO, and Qatar’s Environment Executive Bylaw 4 of 2005. In addition, we have implemented the following integrated water reuse applications:

•Recoveryofsteamcondensateforreuseinsteamgenerationunits•Reuseascoolingwatermake-up•Ad-hocreusefortankhydrotesting•GreeningofORYXGTLareas


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 2011 due to the ORYX GTL facility operating at higher capacity. A total volume of 1.6 million cubic meters of TIW was discharged in 2011.

Demineralised water consumption2009 2010 2011

Water intake from RLC (m3) 1,383,452 1,210,429 1,247,157

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. 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 2009 2010 2011

Total water discharged (m3) 1,597,746 1,585,448 1,650,938

Water discharged to RLC landscaping (m3)

260,269 954,320 1,200,773

Water discharged to sea (m3) 1,337,477 621,129 450,165

% of export water discharged to sea 84% 39% 27%

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 of 2011, ORYX GTL has discharged a total volume of 50,000 cubic meters of cooling water into the seawater channel outfall.

Cooling water discharged to sea2009 2010 2011

Once-through cooling water (m3) 73,174 105,719 50,184

Figure 15: Depicts ORYX GTL treated industrial water quality for 2011.

Figure 16: ORYX GTL Treated industrial Water re-use

7776

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.

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.

Ras Laffan Industrial City Community Outreach Program (RLC COP) celebrated ‘Garangao’, its first cultural event with the local communities of northern Qatar in the Al Khor based COP office. The Community Outreach Program 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 Qatar National Vision

2030. The celebration will mark the beginning of building awareness amongst the northern local population about the presence of COP and its objectives.

Garangao, celebrated on the 14th night during the holy month of Ramadan, is special to the Gulf region, particularly Qatar, and is believed to have its roots in the pearl-diving tradition of the region. Over the years, the festival has gained more popularity. The members of the RLC COP office welcomed around 300 children clad in their traditional clothes and arranged a variety of cultural events to mark the occasion. ‘Sharing the spirit of Garangao’ was the theme of the event which emphasized the importance of sharing and generosity. The organizing committee presented children with bags of sweets. The children also sang traditional Garangao songs and participated in various fun activities related to the theme.

Ras Laffan Director and Chairman of Community Outreach Program (COP), Mr. Abdulaziz J. Al-Muftah said, “The holy month of Ramadan is a joyous time for all, and our Garangao celebration allows RLC community outreach program members to spread happiness among the youngest members of the Qatari community. Our diverse partnerships are created to reach as many people as possible, while perpetuating the program’s message of generosity, openness, and the importance of associating with a vibrant local community.”

The COP founding members are Qatar Petroleum, Al Khaleej Gas, Dolphin Energy Limited, ORYX GTL, Qatargas, RasGas, and Qatar Shell.

Case Study: RLIC Community Outreach Programme


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.

This CSR has been reinforced in 2011 through the company’s establishment of a Mechanical Engineering Chair at Qatar University. In an effort to benefit students with special needs, specifically by facilitating their transportation within the vicinity of their university and by creating easier access to amenities, ORYX GTL has arranged with Qatar University to provide club cars for the students, which are meant to serve boys and girls under direct supervision of the students’ affairs department.Our CSR programme facilitates pupils’ enrolment at Qatar Academy for intensive summer courses through a sponsorship via Qatar Foundation’s Al-Khor Academy. Furthermore, ORYX GTL supported the Qatar Foundation Learning Centre to further develop its training programmes by providing advanced special education materials for reading and writing, in addition to the technical training of the centre’s staff, mainly in administrative skills and computer data entry.

Believing that supporting educational initiatives is one of the best ways to line Corporate Social Responsibility (CSR) efforts with Qatar Vision 2030; ORYX GTL took the opportunity to sponsor Texas A&M University at Qatar’s American Institute of Chemical Engineers (AIChE).The support enables the Qatari society to achieve its greater goals, and to develop new talents who will become key elements in Qatar’s development and success. It also opens new doors for ORYX GTL to focus on providing networking opportunities in both academic and in industrial fields, as well as increasing student involvement, locally and internationally. ORYX GTL sponsorship to AIChE will benefit the activities of member students, which include visits to industrial facilities, participation in national and international conferences and many more. Additionally, it makes ORYX GTL part of a valuable group of companies that care for society and focus on developing new talents that will have a relevant role in helping Qatar’s industry achieve its targets in the future. Furthermore, it allows students to get closer to the GTL industry, learning about our success and great accomplishments. The American Institute of Chemical Engineers (AIChE) was established in 1908 with the purpose of establishing chemical engineering as a profession independent from chemistry and mechanical engineering. As of 2010, AIChE had over 40,000 members, including members from over 90 countries worldwide. The AIChE Student Chapter at Texas A&M at Qatar was founded in the spring of 2007. Since then, its mission has been to promote and encourage professional progress among student members. The chapter has also been acting as a representative for chemical engineering students on campus and has established connections with the oil and gas industry in Qatar.

ORYX GTL’s commitment to Qatar’s 2030 Vision has been evident one more time with its participation in the 2011 Qatar Career Fair, an initiative created to offer National students the opportunity to apply for positions within prestigious companies in order to integrate them into the working environment and support their professional developmentDuring the opening, ORYX GTL’s Executive Management had the opportunity to greet H.H. Sheikh Tamim Bin Hamad Bin Khalifa Al-Thani, and share with him ORYX GTL’sQatarization goals and some of the different initiatives the company has developed to reach them effectively.

ORYX GTL’sQatarization process started as the company initiated its operations, and according to its plan, by the end of 2011 will reach over 30% Qatarization. During this learning path, many Qatari nationals have benefitted from a number of learning opportunities created by line management and ORYX GTL’s Training and Development (T&D) Team.These opportunities were started during the construction, commissioning and start-up of the operations, but are now being fully realised, as the company is operating to its full capacity.

The company’s HR- T&D Team is constantly focused on offering all ORYX GTL developeesmaximumopportunity to grow and develop in their areas of interest. They foster a positive role within the organization to meet all employees’ expectations and help ORYX GTL with its plans to grow and develop to “make GTL the choice”.

With this initiative, ORYX GTL demonstrates its support for Qatar in accomplishing its greater goals of together reaching the objectives of the 2030 Vision and help with establishing Doha to become the “GTL Capital of the World”.

Case Study: ORYX GTL supports AIChE

Case Study: ORYX GTL participates in 2011 Qatar Career Fair


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.

A sponsorship programme has been implemented with the Qatar Diabetes Association, as well as execution of shared programmes within ORYX GTL itself for the benefit of its employees. We have come together to increase awareness about caring for diabetic children by publishing English and Arabic brochures on the subject and distributing them to all schools. ORYX GTL’s CSR initiatives are not limited only to campaigns, donations, and material support; other activities are featured as well, such as visits to the Qatar Foundation for Elderly People Care and the Qatar Society for Rehabilitation of Special Needs (for which additional medical equipment was purchased).

ORYX GTL has been working closely with Qatar Red Crescent, which received financing for the campaign ‘Gates of Goodness in Ramadan’, along with other charity projects including child cardiac operations and eye surgery helping underprivileged children to regain their health. H.E. the Minister honoured ORYX GTL particularly for its support of the successful ‘Accident-Free Summer 2010’ traffic awareness campaign, organised by the National Campaign for Road Accidents Prevention. ORYX GTL’s CSR programme made donations to the Traffic Department, helping to finance the yearly National Campaign as well as the Traffic Department’s summer campaign at malls and commercial centres during the months of June and July.

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 2011, 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.

The State of Qatar is considered one of the first countries in the region to express a major interest in the Arabian Oryx and to work to preserve it from extinction. For that reason, the Sector of Natural Reserves was established under the Ministry of Environment to preserve and protect the oryx using the latest scientific methods. A member of the Antelope class and known as ‘Al-Wodeihy’ (Arabic for ‘clear’), the Arabian oryx is considered to be one of Qatar’s national wildlife animals. Its nickname was given because of the clear markings dotting the white/silvery colour covering its entire body. Additional colouration includes black and white hair covering some areas of the head and the tip of the tail, brown spots on the face and legs, and bluish spots around the nose and eyes. ORYX GTL is proud of its support of the Sector of Natural Reserves in the Ministry of Environment, and of its work to ensure that one of Qatar’s most important environmental symbols of preservation and conservation is actively maintained and supported.

In line with the company’s Corporate Social Responsibility, ORYX GTL Limited has once again made an effort to support Qatari society, by giving a donation to Qatar Society for Rehabilitation of Special Needs, thus extending their help to those who need it the most.

Mr. Abdulhadi Barqan, ORYX GTL’s Public Relations and Communication Manager, and Sheikh, Abdullah Al-Thani, Internal Communication Coordinator welcomed the Executive Manager of the society Mr. Ameer Al Mula.

Mr. Rashid Al-Fehaidi, ORYX GTL’s DOT-Project Director, had the pleasure of representing the company by doing the donation himself an honor that made him proud, as this initiative was going to improve the life of many people.

Mr. Majid Al-Hajri, ORYX GTL’s Human Resources Manager, added that ORYX GTL will always strive towards giving charitable societies the appropriate support they need, not only on a financial level, but also on a human a personal one.

Finally, Mr. Al Mula thanked ORYX GTL for its efforts and support, expressing how happy he was to know that ORYX GTL would continue caring for Qatar’s people and, specifically supporting the activities of the Qatar Society for Rehabilitation of special needs.

Case Study: ORYX GTL supports Qatar Society for Rehabilitation of Special Needs

In today’s world, where the footprint of mankind activities is having bigger consequences every day, it is imperative that everyone gets involved in a greener way of life to assure a better future for the coming generations. Aiming to do its part to guarantee a better future for our environment, ORYX GTL, a leading Qatari company in the Gas-to-Liquids (GTL) industry, participated in Qatar Petroleum’s Environment Fair, supporting the theme “Joining Hands for Environmental Protection”.

During the 3 days fair, ORYX GTL had the opportunity to educate and entertain children and teenagers with different Green Activities that included origami from newspapers, coloring and drawing, and Environmental Quizzes conducted by ORYX GTL environment experts.Apart from these activities, visitors could ask questions regarding ORYX GTL environmental accomplishments, which include an environmental performance that keeps improving, the irrigation of RLIC greeneries with ORYX GTL treated water, and its full compliance with the Ministry of Environment requirements. The response from the visitors was positive, and this event was a great opportunity for ORYX GTL, a pioneer in the GTL field, to continues its efforts to work towards delivering more efficient fuels, cultivating corporative behavior to minimize the exposure to hazards and prevent pollution, combining economic advantages with respect for social and environmental concerns, offering a strategic alternative for the company and the state of Qatar in the GTL world, while maintaining its commitment to the environment.

Case Study: ORYX GTL participates in 2011 QP Environment Fair

Recognized Good Corporate CitizenRecognized Good Corporate Citizen


ORYX GTL has provided financial support to the sector of natural reserves in the Ministry of Environment, out of its keenness to preserve the environment and maintain the Oryx, which is one of the most important environmental symbols of the ancient conservational life in Qatar.Mr. Abdulhadi Barqan, Public Relations and Communications Manager at ORYX GTL met and welcomed Mr. Eid Abdulmajeed Al-Rumaihi, Head of the Department of Finance and Administration at the Protected Areas and Wildlife Management of the Ministry of Environment in presence of Mr. Sultan Al-Kuwari from the Natural Conservations Sector and Mr. Ibrahim Al-Kuwari, ORYX GTL PR Assistant.

Mr. Abdulhadi informed that this support constitutes a part of ORYX GTL commitment and contribution to realize and to achieve the objectives of Qatar National Vision 2030, which the Environment protection and development is one of its main pillars. He adds that the products of ORYX GTL as the most environmentally friendly of their type and confirmed that the company has been awarded the ISO 14001 for Environment since its first operational year.

By his turn, Mr. Al-Rumaihi, on behalf of the Natural Reserves sector, thanked ORYX GTL for its high sense of corporate social responsibility towards community issues represented in supporting the Sector.

He, also, explained that the State of Qatar is considered one of the first countries in the region to initiate a major interest in the Arabian Oryx and preserving it from extinction, for that reason, the Sector of Natural Reserves was established under the Ministry of Environment, for technical supervision and taking care of the Oryx by adopting the latest scientific methods.

The Arabian Oryx is considered as one of Qatar’s national wildlife animals, and it is part of the Antelope class and known as “Al-Wodeihy” (Arabic for Clear) because it is clearly visible as a result of its white silvery color covering its entire body, while some areas of the head and the tip of the tail are covered with black and white hair, and brown spots on the face and legs and bluish spots around the nose and eyes.

The Oryx has long sharp and pointed horns, ranging in length between 70 and 75 centimeters while the female’s horns are longer and pointier. The tail length ranges between 19 and 25 cm. Its weight ranges between 80 and 100 kg. The Oryx begins to multiply at the age of 3 years and the gestation period ranges between 260 to 264 days, about 9 months after which the female gives birth to one young Oryx. The female Oryx will be ready for breeding again after 3 or 4 days from birth. The young Oryx is known as “Al-Ghaddid” or “Al-Faraked”, and the natural lifespan of the Oryx ranges between 20 to 25 years. The Oryx has a diversified diet and doesn’t depend on one type of plants but on many types of herbs and grasses that have a considerable concentration of water.

Case Study: ORYX GTL provides financial support for the sector of Natural Reserves

Recognized Good Corporate CitizenRecognized Good Corporate Citizen

8988

Areas of focus Indicator 2009 2010 2011


% Increase in Diesel production

New Indicator 6.5% 6.6%

% Increase in Naphtha production

New Indicator 5.5% 31.4%

% Increase in LPG production

New Indicator New Indicator 93.6%

Health and Safety

Fatalities – Employees 0 0 0

Fatalities – Contractors 0 0 0

LTIR – Lost Time Injury Rate - Employees

0.18 0 0

LTIR – Lost Time Injury Rate - Contractors

0.27 0 0

Preferred Employer

Full-time Employees 548 584 647

Qatarisation (%) 22.4% 26.9% 29.2%

Females in the workforce (%)

6.9% 7.7% 8.6%

Employee turnover rate (%)

2.9% 3.6% 3.2%

Recognized “GREEN” Company

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

1.807.178 2.277.487 New Indicator

VOC emissions (ton/year)

New Indicator 105.17 New Indicator

Total electricity used (MW)

9,975 10,216 10,358


17% 13% 18%

Water intake from RLC (m3)

1,210,429 1,247,157 1,383,452

Water discharged to sea (m3)

621,129 450,165 1,337,477

6,427 3,706 10,111

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 2011.

Transparency: Our approach to sustainability reporting was to provide a balanced overview of achievements and challenges that we faced during the 2011 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 first 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 2011 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 two years (2010 and 2011).

Completeness: Our sustainability report for 2011 covers the operations at ORYX GTL for the period January 2011 to December 2011. 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 2011 was reviewed by a panel representing different internal stakeholders..


9190

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 Pages 6; 8

ORGANIZATIONAL PROFILE

2.1 Name of the organization Page 12

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

Page 12

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 34; 35

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 89

3.6 Boundary of the report Page 89

3.7 Specific limitations on the scope or boundary of the report Page 89

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 89

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

Page 89

3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement

Page 89

3.11 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report

Page 89

3.12 Table identifying the location of the Standard Disclosures in the report Pages 91-93

3.13 Policy and current practice with regard to seeking external assurance for the report No third party assurance

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

4.2 Whether the chair of the highest governance body is also an executive officer Page 24

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

Page 24

4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body

Page 24


9392

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

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

Page 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

Pages 18;19; 23

4.14 List of stakeholder groups engaged by the organization. Pages 17; 90

4.15 Basis for identification and selection of stakeholders with whom to engage. Pages 17; 90

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

Pages 17; 90

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; 90

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

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

DMA (SO) Disclosure on Management Approach Society (SO) Pages 78-80

Standard Disclosures - Performance Indicators

ENVIRONMENT

EN3 Direct energy consumption by primary energy source Page 72

EN4 Indirect energy consumption by primary source Pages 32;33;66

EN8 Total water withdrawal by source Pages 73-76

EN9 Water sources significantly affected by withdrawal of water Pages 73-76

EN16 Total direct and indirect greenhouse gas emissions by weight Page 89

EN17 Other relevant indirect greenhouse gas emissions by weight Page 89

EN20 NOx, SOx, and other significant air emissions by type and weight. Page 89

EN21 Total water discharge by quality and destination. Page 89

EN22 Total weight of waste by type and disposal method. Page 89

EN20 NOx, SOx, and other significant air emissions by type and weight. Page 89

EN21 Total water discharge by quality and destination. Page 75

EN22 Total weight of waste by type and disposal method. Page 73

EN23 Total number and volume of significant spills. Page 44

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation

Page 66

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 51

LA6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

Page 41

LA7 Rates of injury, occupational diseases, lost days, absenteeism and number of work-related fatalities by region

Pages 41; 44-47

LA8 Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.

Page 84

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 27-24

SOCIETY

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

Page 80

IPIECA INDEXSocial and Economic

Community and society

Local community impacts and engagement SE1 Pages 80-86

Social investment SE4 Pages 80-86

Local content

Local content practices SE5 Pages 54-57

Local hiring practices SE6 Pages 54;55

Human rights

Security and human rights SE10 Pages 41-47

Labour practices

Workforce diversity and inclusion SE15 Pages 52-55

Workforce engagement SE16 Pages 57-59

Workforce training and development SE17 Pages 57-59

Environmental

Climate Change and Energy

Greenhouse gas emissions E1 Pages 64-66

Energy use E2 Pages 72;73

Flared gas E4 Pages 66-69

Ecosystem services

Biodiversity and ecosystem services E5 Pages 85;86

Fresh water E6 Pages 73-75

Local environmental impact

Other air emissions E7 Pages 70;71

Spills to the environment E8 Pages 44

Discharges to water E9 Pages 73-75

Waste E10 Pages 72;73

Health and Safety

Workforce protection

Workforce participation HS1 Pages 41-47

Workforce health HS2 Pages 41-47; 84

Occupational injury and illness incidents HS3 Pages 41-47

Product health, safety and environmental risks

Product stewardship HS4 Pages 32;33

Appendix D: GRI/IPIECA Index


9594

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: Glossary Sustainability Report 2011 Sustainability Report 201194 95

9796

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


2011 Sustainability Report - ORYX GTL4 5 About this report At ORYX GTL, we strongly believe that by...

Documents

Transcript of 2011 Sustainability Report - ORYX GTL4 5 About this report At ORYX GTL, we strongly believe that by...