Sustainability Report 2015
RasGas Sustainability Report 2016
Our objective: Embrace our responsibility,
Our as
objective:
a global energy
Embrace
supplier,
our responsibility,
to contribute
asto
a global
building
energy
a more
supplier,
sustainable
to contribute
global economy
to building
for a more sustainable global economy for
Drivinggenerations
sustainability
future
future generations
Driving sustainability
Our commitment to Qatar: Work with
stakeholders
to deliver
Our
commitment
to Qatar: Work with stakeholders to deliver
business success while protecting the natural
environment,
business
success while protecting the natural environment,
Climate change
promoting economic and social benefit,promoting
and developing
the and social benefit, and developing
economic
the
capability of our people in line with the capability
Qatar National
2030
of ourVision
people
in line with the Qatar National Vision 2030
Key performance indicators Performance
Key performance indicators
Responsible
Energy chain
efficiency
supply
change
EnergyClimate
efficiency
Our objective:
Ourstandards,
objective:
achieving
Maintainfull
thelegal
highest
compliance
ethical standards,
and operational
achieving
integrity
full legal
in the
compliance
conduct ofand
ouroperational
business integrity in the conduct of our business
Business Maintain
ethics the highest ethical
Business ethics
Responsible
supply chain
Transparency and quality
in external reporting
The four development pillars
of the Qatar National Vision
2030: key drivers of the RasGas
Strategic Plan
Ensuring safety
ECONOMIC
HUMAN
SOCIAL
ECONOMIC
ENVIRONMENTAL
SOCIAL
Performance
Key performance indicators
2009
Number of reported safety observationsNumber
per person
of reported safety observations per person
2010
2011
2012 2009
2013 2010
2014 2011
2015 2012
2013
2014
65
43
27
28
65 88
43 103
27 98
28
88
103
-
13 9
2
10
4
4
1
9
10
0.03
0.03 0.090.08 0.1 0.12 0.030.13 0.03
0.08
0.12
0.13
Total recordable injury rate (contractors)Total recordable injury rate (contractors)
0.13
0.16
0.09
0.08 0.130.16 0.160.17 0.090.11 0.08
0.16
0.17
0.11
Lost-time injury rate (employees)
0
0
0
0.03 0
0.08 0.03
0.03
0
0.08
10
0.03 0
0
0
Lost-time injury rate (contractors)
Lost-time injury rate (contractors)
0.01
0.02
0.02
0.01 0.010.01 0.020.01 0.020.02 0.01
Lost-time injuries
Lost-time injuries
7
2
2
3
7
4
2
5
7
2
3
8
4
5
76
4
0
2
0
6
0
0
0
0
0
0
0
0
0
0
0
0
0
Fatalities (contractors)
1
0
0
1
1
0
0
0
0
0
1
0
0
Promoting health and wellbeing
Our objective:
the health of ourOur
people,
objective:
and contribute
Ensure the
to the
health
health
of our
of the
people,
wider
and
community
contribute to the health of the wider community
Promoting
health andEnsure
wellbeing
Key performance indicators
Key performance indicators
Performance
2010
2011
2014
2012
2015
200920132010
1
0
1
3
Total recordable occupational illness rate
Total recordable occupational illness rate
-
0.01
0.01
0.01 -
Patient visits at the Al Khor Community Medical
Patient
Centre
visits at the Al Khor Community Medical Centre
30,603
40,278
49,672
43,453
30,603
43,492
40,278
49,711
49,672
56,761
43,453
Total recordable
3 Heat Stress
illness rate
0.13 56,761
1
15
0
2011
2014
9
1
3
2012
2015
2013
3
15
9
0.03
0.02
43,492
49,711
0.03 0.010.02 0.010.13 0.01
Total
recordable
Number
of patient
occupational
visits at the Al Khor
56,761
illness
rate
Community
Medical Centre
Latest Results
Latest Results
40
40
38
38
36
36
34
34
32
32
30
30
28
28
2010
Liquefied natural gas (LNG)
capacity in million tonnes
per year (approx.)
RasGas Sustainability Report 2016
2009
2010
Liquefied natural gas (LNG)
capacity in million tonnes
2009
per year (approx.)
2010
28.5
2012
2011
3728.5
2010 2009
2013
2012
37.137
2011-2014
2010
2014
2013
2015
3737.1
2015
2011-2014
19
39%
2010
2011
2013
2012
58%
54%
2015
2015
2015
2014
2012
2015
2015
2015
2014
2013
2011
10.5
8.2
7
6.3
7
6
6
4.6
4.6
3.8
3.8
2009
2011
2010
2012
2013
2011
2014
2012
2015
2013
2015
2014
Supporting our people
Our objective: Achieve excellence in people
Our objective:
services, welfare
Achieveand
excellence
engagement,
in people
building
services,
competitive
welfare edge
and engagement,
through our building
people, competitive edge through our people,
Supporting our people
while supporting the Human Development
while
Pillar
supporting
of the Qatar
the Human
National
Development
Vision 2030Pillar of the Qatar National Vision 2030
Key performance indicators
Key performance indicators
Performance
Performance
2010
2011
Employee engagement index score Employee
(%)
engagement index score (%)
0.13 Average score from six organisational climate
Average score from six organisational climate
77
survey questions on motivation
survey questions on motivation
56,761
80
2012 2010
2013 2011
2014 2012
2015 2013
2014
2015
-
82
3
2014
37
2015
-
72
77
-
80
-
82
72
Qatarization
(% Qatari employees
in total workforce)
31.2%
30.5%
33%
31.2%
33%
30.5%
34.6%
33%
36.3%
33%
38%
34.6%
36.3%
38%
2009
2010
2011
2009
2012
2010
2013
2011
2014
2012
2015
2013
2014
2015
Protecting the environment
Our objective: Manage the environmental
Our impact
objective:
of our
Manage
operations
the environmental
and conduct our
impact
business
of our
in aoperations
manner that
andprotects
conduct our business in a manner that protects
Protecting the environment
the environment, continuing to use and the
develop
environment,
new technologies
continuing
that
to use
promote
and develop
energy new
efficiency
technologies that promote energy efficiency
Key performance indicators
Key performance indicators Performance
Performance
2009
2010
2011
20092012
20102013
20112014
20122015
2013
2014
2015
Total greenhouse gas emissions
8.9
(CO equivalent emissions in tonnes)
16.8
18.8
8.9 18.7
16.8 17.9
18.8 17.8
18.7 18.0
17.9
17.8
18.0
9.5
Nitrogen oxides emissions (kilo tonnes)Nitrogen oxides emissions (kilo tonnes)
11.8
11.8
9.5 11.4
11.8 9.6
11.8 7.3
11.4 7.4
9.6
7.3
7.4
2015
Sulphur oxides (kilo tonnes)
Sulphur oxides (kilo tonnes)
12.2
44.6
18.2
12.2 11.3
44.6 6.3
18.2 5.9
11.3 8.6
6.3
5.9
8.6
Total waste recycled (%)
Total waste recycled (%)
to total waste
managed 36%
in
58%
51%
Total greenhouse gas emissions
(CO equivalent emissions in tonnes)
2011
2015
2
2009
in total workforce)
Achieving operational excellence
-
4
Number of patient
Qatarization
visits at the Al Khor
Community Medical Centre(% Qatari employees
Our objective: Become a world-class global
Our objective:
energy supplier
Become
striving
a world-class
for excellence,
global identifying
energy supplier
opportunities
striving for
to excellence, identifying opportunities to
Achieving operational excellence
optimise the use of our facilities and ensuring
optimise
flawless
the use
project
of ourexecution
facilities and ensuring flawless project execution
2015
New material
indicators
-
58%
52%
54%
50%
52%
39%
50%
47%
10.5
10
0.02
8
6.3
Fatalities (employees)
2009
8.2
0.01
Fatalities (employees)
2014
All material
indicators
Average number of engagement activities
Average(events
number/ sponsorships)
of engagementper
activities
month (events / sponsorships) per month
0.01
Fatalities (contractors)
Performance
2015
98
2
1
19
-
-
2013
CSR activities
that were
47%
2010
pro-active (i.e.
non-solicited)
0.1
0.13 incidents occupational
-
-
2012
2015
2015activities that were
CSR
pro-active (i.e. non-solicited)
13
Number of heat stress incidents
-
-
2011
2014
Performance
-
Lost-time injury rate (employees)
-
-
2010
2013
Our objective: Invest in the society in Our
which
objective:
we operate,
Invest
andinsupport
the society
a wide
in range
which of
wecommunity,
operate, and
environmental,
support a wide
educational,
range of community, environmental, educational,
Engaging with communities
health-related and cultural initiatives health-related and cultural initiatives
0.09
2009
24 GRI
-
2009
2012
Engaging with communities
Number of process safety incidents (tierNumber
1 and 2)of process safety incidents (tier 1 and 2)
3 Heat Stress
Latest Results
incidents
2011
64 GRI
64 GRI
57 GRI
57All
GRI
61 GRI 24 GRI
GRI material
material 61New
24 GRI
30 IPIECA 26indicators
30 IPIECA
26 IPIECA
IPIECA
29 IPIECA 17 IPIECA
29indicators
IPIECA
7/10 major suppliers
7/10
screened
major suppliers screened
Total recordable injury rate (employees)Total recordable injury rate (employees)
Latest Results
2010
24 GRI
17 IPIECA
ENVIRONMENTAL
Our objective:
Achieve
world-class safety,
Our health
objective:
and environment
Achieve world-class
results safety, health and environment results
Ensuring
safety
Number of heat stress incidents
2009
Number of major contractor inspections Number of major contractor inspections
on HSE and worker welfare
on HSE and worker welfare
The four development pillars
of the Qatar National Vision
2030: key drivers of the RasGas
Strategic Plan
HUMAN
Key performance indicators
Transparency and quality
in external reporting
Performance
waste recycled in relation
65%
50%
43%
65%
34%
50%
58%
43%
51%
34%
36%
2009
2010
2011
20092012
2010
2013
2011
2014
20122015
RasGas Sustainability Report 2016
that year, inclusive of
historically accumulated
2013 wastes stored
2014 on-site 2015
waste recycled in relation
to total waste managed in
that year, inclusive of
historically accumulated
wastes stored on-site
Our objective: Embrace our responsibility,
Our as
objective:
a global energy
Embrace
supplier,
our responsibility,
to contribute
asto
a global
building
energy
a more
supplier,
sustainable
to contribute
global economy
to building
for a more sustainable global economy for
Drivinggenerations
sustainability
future
future generations
Driving sustainability
Our commitment to Qatar: Work with
stakeholders
to deliver
Our
commitment
to Qatar: Work with stakeholders to deliver
business success while protecting the natural
environment,
business
success while protecting the natural environment,
Climate change
promoting economic and social benefit,promoting
and developing
the and social benefit, and developing
economic
the
capability of our people in line with the capability
Qatar National
2030
of ourVision
people
in line with the Qatar National Vision 2030
Key performance indicators Performance
Key performance indicators
Responsible
Energy chain
efficiency
supply
change
EnergyClimate
efficiency
Our objective:
Ourstandards,
objective:
achieving
Maintainfull
thelegal
highest
compliance
ethical standards,
and operational
achieving
integrity
full legal
in the
compliance
conduct ofand
ouroperational
business integrity in the conduct of our business
Business Maintain
ethics the highest ethical
Business ethics
Responsible
supply chain
Transparency and quality
in external reporting
The four development pillars
of the Qatar National Vision
2030: key drivers of the RasGas
Strategic Plan
Ensuring safety
ECONOMIC
HUMAN
SOCIAL
ECONOMIC
ENVIRONMENTAL
SOCIAL
Performance
Key performance indicators
2009
Number of reported safety observationsNumber
per person
of reported safety observations per person
2011
43
2012 2009
2013 2010
2014 2011
2015 2012
27
2013
2014
28
65 88
43 103
27 98
28
88
103
-
13 9
2
10
4
2
4
1
9
10
0.03
0.03 0.090.08 0.1 0.12 0.030.13 0.03
0.08
0.12
0.13
Total recordable injury rate (contractors)Total recordable injury rate (contractors)
0.13
0.16
0.09
0.08 0.130.16 0.160.17 0.090.11 0.08
0.16
0.17
0.11
Lost-time injury rate (employees)
0
0
0
0.03 0
0.08 0.03
0.03
0
0.08
10
0.03 0
0
0
Lost-time injury rate (contractors)
Lost-time injury rate (contractors)
0.01
0.02
0.02
0.01 0.010.01 0.020.01 0.020.02 0.01
Lost-time injuries
Lost-time injuries
7
2
2
3
7
2
4
7
2
5
3
8
4
5
76
4
0
2
0
6
0
0
0
0
0
0
0
0
0
0
0
0
0
Fatalities (contractors)
1
0
0
1
1
0
0
0
0
0
1
0
0
Promoting health and wellbeing
Our objective:
the health of ourOur
people,
objective:
and contribute
Ensure the
to the
health
health
of our
of the
people,
wider
and
community
contribute to the health of the wider community
Promoting
health andEnsure
wellbeing
Key performance indicators
Key performance indicators
Performance
2010
2011
2014
2012
2015
200920132010
1
0
1
3
Total recordable occupational illness rate
Total recordable occupational illness rate
-
0.01
0.01
0.01 -
Patient visits at the Al Khor Community Medical
Patient
Centre
visits at the Al Khor Community Medical Centre
30,603
40,278
49,672
43,453
30,603
43,492
40,278
49,711
49,672
56,761
43,453
Total recordable
3 Heat Stress
0.13 incidents occupational
illness rate
0.13 56,761
1
15
0
2011
2014
9
1
3
2012
2015
2013
3
15
9
0.03
0.02
43,492
49,711
0.03 0.010.02 0.010.13 0.01
Total
recordable
Number
of patient
occupational
visits at the Al Khor
56,761
illness
rate
Community
Medical Centre
Latest Results
Latest Results
40
40
38
38
36
36
34
34
32
32
30
30
28
28
2010
Liquefied natural gas (LNG)
capacity in million tonnes
per year (approx.)
RasGas Sustainability Report 2016
2009
2010
Liquefied natural gas (LNG)
capacity in million tonnes
2009
per year (approx.)
2010
28.5
2012
2011
3728.5
2010 2009
2013
2012
37.137
2011-2014
2010
2014
2013
2015
3737.1
2015
2011-2014
19
39%
2010
2011
2013
2012
58%
54%
2015
2015
2015
2014
2012
2015
2015
2015
2014
2013
2011
10.5
8.2
7
6.3
7
6
6
4.6
4.6
3.8
3.8
2009
2011
2010
2012
2013
2011
2014
2012
2015
2013
2015
2014
Supporting our people
Our objective: Achieve excellence in people
Our objective:
services, welfare
Achieveand
excellence
engagement,
in people
building
services,
competitive
welfare edge
and engagement,
through our building
people, competitive edge through our people,
Supporting our people
while supporting the Human Development
while
Pillar
supporting
of the Qatar
the Human
National
Development
Vision 2030Pillar of the Qatar National Vision 2030
Key performance indicators
Key performance indicators
Performance
Performance
2010
2011
Employee engagement index score Employee
(%)
engagement index score (%)
0.13 Average score from six organisational climate
Average score from six organisational climate
77
survey questions on motivation
survey questions on motivation
56,761
80
2012 2010
2013 2011
2014 2012
2015 2013
2014
2015
-
82
3
2014
37
2015
-
72
77
-
80
-
82
72
Qatarization
(% Qatari employees
in total workforce)
31.2%
30.5%
33%
31.2%
33%
30.5%
34.6%
33%
36.3%
33%
38%
34.6%
36.3%
38%
2009
2010
2011
2009
2012
2010
2013
2011
2014
2012
2015
2013
2014
2015
Protecting the environment
Our objective: Manage the environmental
Our impact
objective:
of our
Manage
operations
the environmental
and conduct our
impact
business
of our
in aoperations
manner that
andprotects
conduct our business in a manner that protects
Protecting the environment
the environment, continuing to use and the
develop
environment,
new technologies
continuing
that
to use
promote
and develop
energy new
efficiency
technologies that promote energy efficiency
Key performance indicators
Key performance indicators Performance
Performance
2009
2010
2011
20092012
20102013
20112014
20122015
2013
2014
2015
Total greenhouse gas emissions
8.9
(CO equivalent emissions in tonnes)
16.8
18.8
8.9 18.7
16.8 17.9
18.8 17.8
18.7 18.0
17.9
17.8
18.0
9.5
Nitrogen oxides emissions (kilo tonnes)Nitrogen oxides emissions (kilo tonnes)
11.8
11.8
9.5 11.4
11.8 9.6
11.8 7.3
11.4 7.4
9.6
7.3
7.4
2015
Sulphur oxides (kilo tonnes)
Sulphur oxides (kilo tonnes)
12.2
44.6
18.2
12.2 11.3
44.6 6.3
18.2 5.9
11.3 8.6
6.3
5.9
8.6
Total waste recycled (%)
Total waste recycled (%)
to total waste
managed 36%
in
58%
51%
Total greenhouse gas emissions
(CO equivalent emissions in tonnes)
2011
2015
2
2009
in total workforce)
Achieving operational excellence
-
4
Number of patient
Qatarization
visits at the Al Khor
Community Medical Centre(% Qatari employees
Our objective: Become a world-class global
Our objective:
energy supplier
Become
striving
a world-class
for excellence,
global identifying
energy supplier
opportunities
striving for
to excellence, identifying opportunities to
Achieving operational excellence
optimise the use of our facilities and ensuring
optimise
flawless
the use
project
of ourexecution
facilities and ensuring flawless project execution
2015
New material
indicators
-
58%
52%
54%
50%
52%
39%
50%
47%
10.5
10
0.02
8
6.3
Fatalities (employees)
2009
8.2
0.01
Fatalities (contractors)
2014
All material
indicators
Average number of engagement activities
Average(events
number/ sponsorships)
of engagementper
activities
month (events / sponsorships) per month
0.01
Fatalities (employees)
Performance
2015
98
13
1
19
-
-
2013
CSR activities
that were
47%
2010
pro-active (i.e.
non-solicited)
0.1
Number of heat stress incidents
-
-
2012
2015
2015activities that were
CSR
pro-active (i.e. non-solicited)
-
Lost-time injury rate (employees)
-
-
2011
2014
Performance
2010
65
-
-
2010
2013
Our objective: Invest in the society in Our
which
objective:
we operate,
Invest
andinsupport
the society
a wide
in range
which of
wecommunity,
operate, and
environmental,
support a wide
educational,
range of community, environmental, educational,
Engaging with communities
health-related and cultural initiatives health-related and cultural initiatives
0.09
2009
24 GRI
-
2009
2012
Engaging with communities
Number of process safety incidents (tierNumber
1 and 2)of process safety incidents (tier 1 and 2)
3 Heat Stress
Latest Results
incidents
2011
64 GRI
64 GRI
57 GRI
57All
GRI
61 GRI 24 GRI
GRI material
material 61New
24 GRI
30 IPIECA 26indicators
30 IPIECA
26 IPIECA
IPIECA
29 IPIECA 17 IPIECA
29indicators
IPIECA
7/10 major suppliers
7/10
screened
major suppliers screened
Total recordable injury rate (employees)Total recordable injury rate (employees)
Latest Results
2010
24 GRI
17 IPIECA
ENVIRONMENTAL
Our objective:
Achieve
world-class safety,
Our health
objective:
and environment
Achieve world-class
results safety, health and environment results
Ensuring
safety
Number of heat stress incidents
2009
Number of major contractor inspections Number of major contractor inspections
on HSE and worker welfare
on HSE and worker welfare
The four development pillars
of the Qatar National Vision
2030: key drivers of the RasGas
Strategic Plan
HUMAN
Key performance indicators
Transparency and quality
in external reporting
Performance
waste recycled in relation
65%
50%
43%
65%
34%
50%
58%
43%
51%
34%
36%
2009
2010
2011
20092012
2010
2013
2011
2014
20122015
RasGas Sustainability Report 2016
that year, inclusive of
historically accumulated
2013 wastes stored
2014 on-site 2015
waste recycled in relation
to total waste managed in
that year, inclusive of
historically accumulated
wastes stored on-site
Sustainability Report 2015
ABOUT THIS REPORT
This report describes RasGas’ activities in the
financial and calendar year 2015 and provides
an account of actions and performance data
relating to a range of business, economic,
environmental, social, and governance issues
which make up our sustainability performance.
Our sustainability reporting history
RasGas was the first Qatari energy company to issue
a sustainability report, in 2009. We are keen for our
reporting to continuously improve and have extended
our coverage and the quality of our disclosures on
GRI4 indicators this year.
This, our seventh annual sustainability report, has
been prepared in accordance with recently updated
sustainability reporting guidance specific to the oil
and gas industry prepared by the International Petroleum
Industry Environmental Conservation Association
(IPIECA), and the Global Reporting Initiative (GRI4)
reporting guidelines. It also takes account of reporting
guidance previously issued by Qatar Petroleum.
We are honoured to have received two consecutive
awards for sustainability reporting in 2012 and 2013,
and for excellence in sustainability management
from the Ministry of Energy and Industry in 2014.
The report has been independently verified by
sustainability professionals from the Doha office
of Ernst & Young for the third consecutive year.
In 2014, RasGas was the second runner-up in the
regional Corporate Social Responsibility (CSR) Arabia
Award in the large size category. In 2015, RasGas
received the CSR Company of the Year award by Arabian
Business Qatar and the Best CSR Integrated Company
award, the first official Qatar CSR award under the
patronage of the Ministry of Economy and Commerce.
ASSURANCE BY ERNST & YOUNG
Ernst & Young (EY) have reviewed the RasGas Sustainability Report 2015 in order to provide limited assurance
as per ISEA3000 to RasGas management related to specified material performance indicators and certain
relevant principles of reporting. EY’s assurance statement covers the scope of work and conclusions.
2
RasGas Sustainability Report 2016
TABLE OF CONTENTS
FIT FOR THE FUTURE
ABOUT THIS REPORT ........................................2
FOREWORD ......................................................4
CHIEF EXECUTIVE OFFICER’S WELCOME ............5
FIT FOR THE FUTURE .........................................7
Confronting long-term challenges ...............7
OUR SUSTAINABILITY FRAMEWORK .................8
EFFICIENCY AND INNOVATION .........................9
Technology ...............................................10
Efficiency through collaboration ................10
Well integrity ............................................12
Water management ..................................12
Efficiency in shipping .................................12
Major environmental initiatives ..................13
1. ABOUT RASGAS
INTRODUCTION ..............................................14
RASGAS CORPORATE STRUCTURE
AND MAIN OPERATIONS ................................16
OUR PRODUCTS & OPERATIONS ....................17
RASGAS PROJECTS .........................................18
Helium ......................................................18
Al Khaleej Gas ...........................................18
SHIPPING ........................................................19
A GLOBAL ENERGY PROVIDER .......................20
RasGas customers ....................................20
The advantages of natural gas ...................21
OUR SUPPLY CHAIN .......................................22
Extending responsibility
to the supply chain ...................................22
OUR ECONOMIC CONTRIBUTION ..................23
Direct economic contribution ...................23
STAKEHOLDER ENGAGEMENT ........................24
Aligning our strategy with
stakeholder priorities ................................24
HOW WE ENGAGE WITH STAKEHOLDERS .....25
MEMBERSHIP OF ASSOCIATIONS ...................27
2. GOVERNANCE
INTRODUCTION .............................................28
Our governance structure .........................28
Shareholders ............................................29
OUR MANAGEMENT CONTROL SYSTEMS ......30
Enterprise Risk Management (ERM) ..........30
Internal controls framework ......................31
SEVENTH SENSE .......................................32
RasGas Elements for Excellence ................33
The RGEE Academy ..................................34
BUSINESS ETHICS AND INTEGRITY .................35
RasGas ethics policy .................................35
Political contributions and public policy ....36
Anti-bribery and corruption ......................36
RasGas Sustainability Report 2016
HUMAN RIGHTS ............................................37
Worker welfare audit ................................37
Responsible projects .................................38
3. OUR PEOPLE
INTRODUCTION .............................................40
THE RASGAS WORKFORCE .............................41
Workforce diversity ...................................41
Job Families and
performance management ........................42
EMPLOYEE LEARNING & DEVELOPMENT ........43
QATARIZATION ...............................................44
Energising education –
University outreach ....................................45
Engaging our employees ...........................46
4. COMMUNITY ENGAGEMENT
INTRODUCTION .............................................48
Our impact on local communities ..............48
MANAGING OUR CSR PROGRAMME .............49
UNDERSTANDING THE NEEDS
OF OUR STAKEHOLDERS ................................49
The North Community Needs
Assessment Survey ..................................49
MONTH-BY-MONTH ......................................50
Energising education .................................51
Qatar Helium ............................................52
INTERNATIONAL COMMUNITIES ....................53
5. HEALTH & SAFETY
INTRODUCTION .............................................54
Safety ......................................................54
TAKING A SYSTEMATIC APPROACH ...............55
Personal safety .........................................55
Process safety ..........................................55
Preventing Major Accidents ......................56
RasGas safety case ...................................58
Safety reviews and audit ...........................58
Emergency response ................................58
SAFETY PERFORMANCE ..................................59
Personal safety performance ....................59
HEALTH ..........................................................60
Occupational health ..................................60
Occupational health at RasGas:
2015 key facts and programmes ...............61
Community health ....................................62
6. ENVIRONMENT
INTRODUCTION .............................................64
ENERGY USE ................................................. 66
GREENHOUSE GAS EMISSIONS ......................67
Implementing our GHG strategy ...............67
Reducing flaring ........................................68
Acid gas capture and injection ...................69
Energy efficient operations .......................69
NON-GREENHOUSE GAS EMISSIONS ............70
Emissions monitoring ................................70
Oxides of nitrogen emissions ....................70
Oxides of sulphur emissions ......................71
Preventing emissions of
Volatile Organic Compounds ......................71
WATER MANAGEMENT ...................................72
Water use .................................................72
Wastewater treatment .............................72
Water discharge .......................................72
WASTE MANAGEMENT ..................................74
Waste volumes and disposal ......................75
Barzan project waste management ...........75
Spill ..........................................................76
BIODIVERSITY PROTECTION ............................76
Biodiversity protection initiatives ..............77
Managing our impact
on local communities ................................77
OUR APPROACH TO REPORTING ...................78
Defining report content:
The materiality principle ............................78
Reporting guidelines and principles ...........79
Independent assurance .............................80
CAUTIONARY STATEMENT ..............................80
INDEPENDENT ASSURANCE STATEMENT .........81
GLOSSARY ......................................................83
FEEDBACK
We welcome your feedback on this report.
If you have questions or comments on it,
please contact us at: RasGas Company Limited
PO Box 24200
Doha, State of Qatar
Tel: +974 4473 9000
Fax: +974 4473 8480
Email: sustainability@rasgas.com.qa
RasGas Sustainability Report 2016
3
FOREWORD
The theme of our 2015 sustainability report is ‘Fit For The Future’,
a dictum that has shaped RasGas’ focus for the past 20 years, and
became especially apt in 2015, amidst the challenging new realities
facing the energy industry.
His Excellency Dr Ibrahim B Ibrahim
Economic Advisor at Emiri Diwan
Vice Chairman of RasGas Board of Directors
“CLEAR STRATEGIC
FOCUS, COUPLED
WITH ROBUST
MANAGEMENT
SYSTEMS AND
PROCESSES, AND A
DEEPLY EMBEDDED
COMMITMENT
TO OUR
PEOPLE AND
STAKEHOLDERS”
4
By placing sustainable practices at the core of our business, RasGas has laid a
firm foundation that addresses not merely today’s best practices, but ensures
our long-term adaptability to market conditions and ability to efficiently
continue delivering positive value to our stakeholders. RasGas’ clear strategic
focus, coupled with robust management systems and processes, and a deeply
embedded commitment to our people and stakeholders, enables us to operate
effectively to achieve our goals. This report is a demonstration of how these
synergetic elements give us clarity of purpose that guides us to continuously
develop measures that enhance responsible corporate citizenship.
Globally, the 2015 United Nations Climate Change Conference (COP 21)
stressed the importance of addressing climate change. Qatar fully supports the
conference’s concern about the challenges of climate change as its National
Vision 2030 considers environmental protection one of the four pillars of
sustainable development.
As such, we remain a key partner in the country’s drive for sustainability in line
with the goals of the Qatar National Vision, and will continue to lead efforts
by contributing to economic growth while protecting the environment and
people, in the pursuit of building a lasting legacy that is fit for the future.
RasGas Sustainability Report 2016
CHIEF EXECUTIVE OFFICER’S WELCOME
Throughout 2015, RasGas continued to advocate a balanced approach
to optimising our resources to sustain efficiency, develop our people,
and extend our commitment to the environment and society, while
maintaining high quality performance in order to succeed in an evolving
global market.
This seventh annual RasGas Sustainability Report places special emphasis on our
commitment to operate in a way that is fit for the future. We have consistently
embedded the principles of sustainability in our business because we believe
that operating in a way that is safe, economically, socially and environmentally
sustainable is integral to our success.
Hamad Mubarak Al Muhannadi
Chief Executive Officer
“RASGAS HAS
ACHIEVED A
REMARKABLE
PERIOD OF LNG
PRODUCTION
WITHIN THE
CONTEXT OF
CHALLENGING
MARKET
CONDITIONS FOR
THE INDUSTRY”
By implementing some of the most advanced, innovative and resource-efficient
technologies, we have been able to reduce and mitigate our environmental
impact. For example, by improving facility designs, enhancing operating
procedures and using waste gas for power generation, our flare minimisation
programme reduced our 2015 emissions by 28 per cent in comparison to
2014, our lowest level of flaring yet.
In terms of operations, we are proud that, since 2014, RasGas has achieved a
remarkable period of LNG production within the context of challenging market
conditions for the industry. Our ability to adapt to changing dynamics, meet
customer expectations, and successfully market to both traditional and new
LNG markets, is reflected in this achievement.
Key to this success has been our people, whose diligence and initiative played
a pivotal role in continuing to ensure RasGas’ reputation for world-class
performance. In 2015, our focus on collaboration and quality training continued
to provide an environment in which employees were able to thrive. While the
industry’s realities demanded organisational changes in 2015, we continued
to foster a high-performance workplace with a focus on adaptability,
innovation and efficiency.
As a key contributor to the success of the State of Qatar, with an excellent
reputation as a responsible corporate citizen, RasGas will continue to lead
as a pioneering organisation that is fit for the future.
5
6
RasGas Sustainability Report 2016
FIT FOR THE FUTURE
The RasGas vision to be a global energy
supplier striving for excellence encompasses
the continuous commitment to improve
performance, adhere to best practices, and
be a role model in Qatar and across the world.
Market conditions over the past 18 months have been
challenging, with falling energy prices, geo-political
instability, and economic difficulty. These factors
have brought volatility and uncertainty to the global
energy market.
Since 2014, RasGas has been proactive in its
response to these macro-economic challenges and
has implemented a revised strategic plan which builds
on its successes to create a stronger future. RasGas
has a reputation for excellence in safety, reliable
operations, project execution, and corporate citizenship and there is an opportunity to further optimise
our business to become even more efficient.We
have remained focused on strategy execution
Hamad
Mubarak Al
Muhannadi
Chief Executive
Officer
RasGas has a long-established reputation for
excellence in safety and project execution, reliable
operations, and corporate citizenship. Looking to
the future, we see a significant opportunity to drive
change in the organisation that focuses on our core
business, optimises the way we do things and ensures
we are resource-efficient, all while maintaining our
high standards of performance. This will ensure we
remain a competitive, compelling and sustainable
choice for our stakeholders as we operate in an
increasingly competitive global environment.
to create a leaner and focused business which is
well-positioned for the future. Our action has included
restructuring our internal operations and taking
initiatives that target cost reduction while seeking
improved efficiency and boosting innovation
throughout our operations.
Our drive focuses on our core business, optimising
the way we do things, being more resource-efficient
while maintaining our high standards of performance.
This sustainable and innovative way of undertaking our
business will further ensure our long-term contribution
to the State of Qatar.
Confronting long-term challenges
Our sustainability framework provides a structured
approach for identifying and responding to long-term global
economic and environmental challenges and national and
local issues of development and growth. Our enterprise
risk management framework enables us to identify
emerging challenges and develop appropriate responses.
Optimisation
As part of our continued focus on cost optimisation (one
of our four Strategic Choices) we initiated a review and reorganisation of our structure in the latter half of 2015. Our
new structure allows us to better focus on core business
activities, to provide clearer roles and responsibilities for
our employees, and ensure we are well-positioned to face
future challenges. As a result of the restructuring, we had
to release a number of our employees. This was done in a
manner reflective of RasGas’ commitment to the ‘People’
Strategic Choice and as such was undertaken with respect
and consideration for the employees, contractors and
their families, all of whom have contributed to the
past successes of the business.
Operational excellence
RasGas is aware of the potential for heightened risk
during periods of uncertainty and change. Our risk
management framework and management control
systems, coupled with our commitment to business
integrity, transparency and accountability means that
we are well-prepared to manage the risks that arise
from changes to our own operations and markets.
Qatarization
In 2015, we increased our workforce Qatarization rate to
38%. Despite the restructuring, we remain committed to
our Qatarization plans and continue to recruit, mentor,
train and develop our Qatari employees and develop a
forward succession plan, in line with our business needs
and the goals of the Qatar National Vision 2030.
Social investment
We recognise that our long-term ability to succeed is
underpinned by the relationships we hold in Qatari society,
and the benefits our activities deliver locally.Our efforts
to support the development of Qatari people and society
continue align with our Corporate Social Responsibility
(CSR) programme. RasGas engages in dialogue with stakeholders in Qatar and overseas, working to address their
needs through interaction and community-based surveys.
7
OUR SUSTAINABILITY FRAMEWORK
Sustainability is a strategic priority at RasGas. We believe
that business success and the drive for sustainability are
indivisible, and we are committed to accountability and
transparency in our business practices.
Our role as a global energy supplier means managing
and meeting the growing worldwide demand for
cleaner energy while assuming our responsibility
in the challenge to address climate change and
mitigate other socio-environmental challenges
for the benefit of future generations.
producers to manage and meet demand affordably,
sustainably and securely. RasGas’ aim is to support this
demand through its operations, delivering improved
efficiency and technological innovation. As an energy
supplier, we believe that resource efficiency is not
a cost, but an asset to be managed throughout our
operations and value chain.
By applying a coherent sustainability framework to
strategic planning, business and operational activities,
we seek to position ourselves as a transformative
organisation and a driver of change in Qatar.
The United Nations forecasts that the global population
will reach 9.7 billion by 2050, with economic growth
becoming increasingly energy-consuming. With a rising
population, the global energy challenge calls for energy
Our sustainability framework is based on three pillars:
economic progress; social progress; and environmental
stewardship. For each, we have developed specific
goals and objectives as described below.
RasGas Sustainability Framework
Socio-economic
Reliability
and Growth
Deliverabilit
Economic
Reliability and deliverability optmisation
Economic Growth
Society
Cost optimisation
Grievances
Local community impacts
Social investments
Stakeholders engagement
Socio-economic
Socio -
Eco-efficiency
Ecoefficiency
economic
Socio
Socio-environmental
Environmental
Economic Growth
Economic contribution
Production/reliability
Operational excellence
Economic impact
Supply chain
Governance
Business ethics
Driving
DRIVING
Sustainability
SUSTAINABILITY
Societ y
Society
People
People
Workforce engagement
Workforce diversity and inclusion
Workforce health and safety
Learning and development
Qatarisation
Transparency and anti-corruption
Local procurement
Environment
Environment
Safety,
health
Safety,
health
and
and environment
environment
Environment
Greenhouse gas emissions
Flaring
Biodiversity
Energy use
Alternative energy source
Water consciousness
Non-GHG air emissions
Spills
Waste management
Transport
Socio-environmental
Driving Sustainability
Climate change and macroeconomic challenges
Qatar National Vision 2030
Optimisation, efficiency and innovation
Global practices and standards
Workforce health and safety
Product stewardship
Process safety
Personal safety
The RasGas approach to sustainability [Adapted from ‘Oil and gas industry guidance on voluntary sustainability reporting’ (IPIECA 2015).
8
RasGas Sustainability Report 2016
EFFICIENCY AND INNOVATION
asGas delivers reliable and cleaner energy
to the world in a safe and efficient manner.
Our long-term strategies aim to mitigate the
environmental impacts associated with our
activities, products, and services, driven by
a philosophy of continuous improvement.
Learn about our ideas and solutions for
enhancing efficiency and innovation
>>
Efficiency in operations in 2015
>>
Technology
>>
Barzan technology
RasGas is continuously exploring opportunities
to enhance its operational efficiency by leveraging
the latest technology and fostering innovation.
Beyond technological gains, our ideas and solutions
also enhance the entire value chain, as highlighted
within this section.
>>
Well integrity
>>
Water management
>>
Efficiency in shipping
We welcome your feedback on this report.
If you have questions in relation to the
report, or comments, please contact us at:
RasGas Company Limited
PO Box 24200, Doha, State of Qatar
More information on energy efficiency in
our day-to-day operations is provided in
the Environment section of this report.
Tel: +974 4473 8000
Fax: +974 4473 8480
Email: sustainability@rasgas.com.qa
9
EFFICIENCY AND INNOVATION
RasGas delivers reliable and cleaner energy to
the world in a safe and efficient manner. Our
long-term strategies are aimed to mitigate
the environmental impacts associated with our
activities, products, and services, driven by
a philosophy of continuous improvement.
RasGas is continuously exploring opportunities to
enhance its operational efficiency by leveraging
the latest technology and fostering innovation.
Beyond technological gains, our ideas and solutions
also enhance the entire value chain, as highlighted
within this section.
More information on energy efficiency in our dayto-day operations is provided in the Environment
section of this report.
Plant reliability has improved significantly through
an in depth analysis and optimization of our operator
surveillance system (Operator Care) which allowed
early detection of equipment conditions and
prevention of process safety events.
Along with higher productivity, we have also sought to
improve energy efficiency. We reduced flaring in 2015
to our lowest level ever (0.55 per cent of sweet gas
production) as a result of effective execution of planned
shutdowns, high plant reliability, adjustments in process
control and successful implementation of flare reduction
projects. Efforts to further reduce waste and flaring
are continuing through better utilisation of feed gas
to maximise production.
Technology
Efficiency in operations in 2015
Efficiency in our business means finding effective
ways of maintaining production levels from mature
assets whilst reducing resource consumption
through innovation and technology.
RasGas is keen to adopt new technologies that aim
to improve the efficiency of its operations and
minimise environmental impact. Advanced process
control is being implemented for Train 6, 7 and AKG2,
after successful implementation in Trains 1-5.
2015 was a record year for LNG production at RasGas
with more than 37 MMT of LNG produced. The main
drivers of this performance were:
Initiatives such as flare valve monitoring, the application
of leak detection and repair (LDAR) technology, helped
perform 937 corrective and preventative actions
between 2013 and 2015, thus reducing greenhouse
gas emissions.
A reduced number of shutdowns due to implementation
of a four-year turnaround strategy and rigorous
application of shutdown management best practices
to plan and execute shutdowns in a most efficient way.
Higher reliability of our facilities, driven by optimisation
initiatives such as resolution of critical equipment
failures, cross-asset volume optimisation and early
detection of potential plant trips by our operators
and surveillance engineers.
In addition, more than 1,200 operators, maintenance
technicians, and first line supervisors use ‘eCAS’,
an intranet based application designed to manage
competency assurance requirements. It helps
manufacturing and maintenance employees gain
access to the competency requirements associated
with their positions and complete training online.
Efficiency through collaboration
Production optimisation through implementation of
advanced process control technology in Trains 1-5
to improve plant stability and maximise production.
Approximately 86 per cent of the above-budget
production was the result of greater reliability, while
around 14 per cent was due to shorter shutdowns and
optimised processes. As a result, LNG production increased
for trains 1-5 by two per cent, condensate production
increased by two per cent and crude helium production
from the Helium 1 plant increased by 25 per cent.
10
In 2015, RasGas entered into a collaboration using
Predix, GE’s cloud-based software platform for Asset
Performance Management. It helps to analyse the
information acquired, share it across systems, and identify
areas for improvement, achieving a holistic view of assets
and performance for the first time. RasGas is the first
global LNG customer to use this specifically designed
solution for industrial data and analytics. This LNGfocused software aims to promote greater efficiency
and optimise the product chain across RasGas assets.
RasGas Sustainability Report 2016
Where did our production gains originate
from reliability
improvements
937
from shutdown
improvements
reliability for AKG 1-2
From 2013-2015
Corrective and preventative actions implemented through Operator Care,
our advanced process control software, and other plant efficiency initiatives.
11
Well integrity
Well integrity management at RasGas involves early
identification of potential integrity issues through an
automated system developed in-house.
Water management
This well integrity and surveillance management tool
enables RasGas to make informed and timely decisions
on well integrity issues, covering five major areas:
Our water management system was implemented three
years ago, and today RasGas is one of Ras Laffan
Industrial City’s (RLIC) lowest water consumers.
Daily critical annulus pressures monitoring. Annulus
fluid monitoring and analysis. Well problem identification,
monitoring and closure.Integrity testing and maintenance
monitoring. Corrosion surveillance and reporting.
Water shutoff technologies
RasGas does not discharge any process water to the sea
and has succeeded in reducing the domestic use of
potable water by 73 per cent since 2014.
RasGas offshore production does not include water
handling facilities, which means that formation water
breakthrough could create risks to the integrity of
wells, pipelines and other processing facilities.
To address this, RasGas has worked with research teams
at ExxonMobil and with third-party contractors to
develop, fabricate, qualify and test a new casing and
tubing patch technology. The technology is customised
to RasGas unique large wellbores. It can isolate the mid
to high perforated intervals where formation water can
give rise to risks to production. The technology provides
a valuable solution to potential threats to RasGas ability
to deliver gas over the long-term.
Hamad
Mubarak Al
Muhannadi
Chief
Executive
Officer
12
A significant set of projects associated with the reduction
of greenhouse gas emissions has been implemented by
RasGas, such as our five-year flare minimisation plan –
the second such successive plan.Since 2005, we have
cut flaring by 87.2%. We have continued to mitigate and
reduce emissions through carbon capture, storage and
re-use, and carried out a range of energy efficiency
initiatives in support of an integrated programme that
aims to reduce atmospheric emissions of CO2 by
up to 2.5 million tonnes per year.
RasGas is committed to water awareness and managing
water as a precious resource.
The water regeneration, treatment and recycling system
is monitored through a synergy between automated and
manual systems, and helped by creating a green belt area
outside the industrial city which serves as natural reserve
for local fauna and flora.
All RLIC trainees mandatorily spend two weeks in the
RasGas water management and waste management
facility to learn about our practices.
Further information can be found in the Water section
of this report.
Efficiency in shipping
Since 2014, RasGas has modified nine conventional
steam-turbine vessels and all Q-Flex vessels to meet
the European Union and International Maritime
Organisation Marpol emissions control regulations.
The regulations mandate all vessels trading in European
emissions control areas (ECA) from 1 January 2015 to
use fuels that have a sulphur content of less than 0.1
per cent by volume, or equivalent. Seventy-eight per
cent of RasGas’ fleet complies with the ECA emission
regulations while the remainder of the fleet will be
compliant by the end of 2016.
In terminal operations, the Jetty Boil-Off Gas recovery
(JBOG) project began operation in 2014 to minimise
emissions and use the produced gas into the plant and
as shipping fuel. The project, funded by RasGas and
Qatargas and operated by Qatargas, reduces the flaring
of displaced vapour during loading at Ras Laffan port
by re-channeling it. Having modified the chartered
fleet to be fully JBOG compatible, we are continuing
to be proactive in reducing emissions by influencing
other vessels visiting the terminals.
RasGas Sustainability Report 2016
Major environmental initiatives
RasGas aims to reduce flaring emission by 90% between
2005 and 2016.RasGas’ flaring intensity reduced by
87.2% from 2005 to 2015.
In its second consecutive five-year flare minimisation
plan, RasGas aims to reduce flaring emissions from
a baseline of 1.26 percent (volume of flared gas per
unit of gas intake) in 2011 to 0.43% in 2016.
RasGas and QatarGas embarked on a pilot project to
modify a Q-max vessel to enable the use of LNG as
fuel for its diesel propulsion engines. The M-type
Electronic-Controlled Gas Injection technology allows
the vessel to use leaner LNG in place of distillate fuel
or heavy fuel oil.
RasGas has continuously engaged with its vessel
operators on energy saving initiatives, such as upgrading
hull coatings to reduce hull resistance, modifying
propellers for increased efficiency, and upgrading sea
water bio-fouling systems. At the end of 2015, ten
chartered vessels were fitted with PBCFs (Propeller
Boss Cap Fins) for enhanced propulsion efficiency, eight
conventional vessels had an upgraded bio-fouling unit
for sea water systems, and 11 vessels had been upgraded
to the next generation of silicon coatings for improved
hull efficiency. RasGas remains committed to ensure that
such schemes are implemented on the remaining vessels
during their upcoming scheduled shipyard periods.
Between 2007 and 2015, the Acid Gas Injection (AGI)
facility, injected more than 9 million tonnes of CO2
into a saline aquifer.
The Regenerative Thermal Oxidizer (RTO) in the helium
production process burns methane before venting.
Since 2007, in cooperation with the Ministry of
the Environment, the retrofit programme exceeded
regulatory limits by introducinh low NOx technology
to turbines and boilers. The last part will be completed
in 2016 and will reduce the NOx emission intensity
90% compared to 2006.
JBOG
– 86% Annual average recovery.
​– 546,048 tonnes of JBOG recovered.
13
Major environmental initiatives
RasGas aims to reduce flaring emission by 90% between
2005 and 2016.RasGas’ flaring intensity reduced by
87.2% from 2005 to 2015.
In its second consecutive five-year flare minimisation
plan, RasGas aims to reduce flaring emissions from
a baseline of 1.26 percent (volume of flared gas per
unit of gas intake) in 2011 to 0.43% in 2016.
RasGas and QatarGas embarked on a pilot project to
modify a Q-max vessel to enable the use of LNG as
fuel for its diesel propulsion engines. The M-type
Electronic-Controlled Gas Injection technology allows
the vessel to use leaner LNG in place of distillate fuel
or heavy fuel oil.
RasGas has continuously engaged with its vessel
operators on energy saving initiatives, such as upgrading
hull coatings to reduce hull resistance, modifying
propellers for increased efficiency, and upgrading sea
water bio-fouling systems. At the end of 2015, ten
chartered vessels were fitted with PBCFs (Propeller
Boss Cap Fins) for enhanced propulsion efficiency, eight
conventional vessels had an upgraded bio-fouling unit
for sea water systems, and 11 vessels had been upgraded
to the next generation of silicon coatings for improved
hull efficiency. RasGas remains committed to ensure that
such schemes are implemented on the remaining vessels
during their upcoming scheduled shipyard periods.
Between 2007 and 2015, the Acid Gas Injection (AGI)
facility, injected more than 9 million tonnes of CO2
into a saline aquifer.
The Regenerative Thermal Oxidizer (RTO) in the helium
production process burns methane before venting.
Since 2007, in cooperation with the Ministry of
the Environment, the retrofit programme exceeded
regulatory limits by introducinh low NOx technology
to turbines and boilers. The last part will be completed
in 2016 and will reduce the NOx emission intensity
90% compared to 2006.
JBOG
– 86% Annual average recovery.
​– 546,048 tonnes of JBOG recovered.
13
1. ABOUT RASGAS
INTRODUCTION
RasGas Company Limited (RasGas) is one of the
world’s premier integrated liquefied natural gas
(LNG) enterprises with an established reputation
for being a safe and reliable supplier of LNG.
We operate from the Ras Laffan Industrial City in
Qatar, and are primarily involved in the extraction,
processing, liquefying, storage and export of
Liquefied Natural Gas (LNG) and its derivatives
from Qatar’s North Field.
RasGas Company Limited (RasGas) is a Qatari joint
stock company, established in 2001 by Qatar
Petroleum (70%) and ExxonMobil RasGas Inc. (30%).
14
RasGas Sustainability Report 2016
RasGas oversees and manages all operations associated with seven LNG trains, two domestic sales
gas production facilities, helium production facilities, and major shipping and global sales contracts.
Ras Laffan, one of the fastest growing industrial cities in the world, covers more than 103 km² and is expected
to expand to 250 km².
RasGas has a total LNG production capacity of approximately 37 million tonnes per annum (Mta), 48 per cent of total
Qatar LNG production. We also produce liquefied petroleum gas (LPG), gas condensate, liquefied helium and sulphur.
LNG berths can accommodate LNG ships from 28,600 m³ to 266,000 m³.
For pipeline sales gas to the domestic market, RasGas also operates the Al Khaleej Gas Projects, AKG-1
and AKG-2, supplying approximately 2 billion standard cubic feet (bscf) per day.
RasGas manages and operates Ras Laffan Helium Plants 1 and 2. They have a combined liquid helium production
capacity of 1.96 bscf per year, meeting 25% of current total global demand and making Qatar the world’s largest
helium exporter. Helium 3 is currently under development.
RASGAS’ VISION, MISSION, WINNING PROPOSITION AND VALUES
MISSION - A world-class global energy supplier striving for excellence.
VISION - To develop, produce and sell hydrocarbons from the world’s largest non-associated gas field
in a safe and environmentally responsible manner for the welfare of the State of Qatar and the satisfaction
of RasGas’ customers while maximising shareholder value.
WINNING PROPOSITION - Safe, reliable production and delivery of products to a worldwide portfolio
of customers, and superior execution of projects and technical services for and on behalf of RasGas’
shareholders and stakeholders.
Values
>>
People: they are central to our success;
we care, listen to and develop our people.
>>
Safety: we protect our people, assets and
the environment by upholding high standards
for processes and safety behaviours.
>>
Integrity: we do business ethically and with integrity.
>>
Excellence: we strive for excellence in all
business aspect.s
>>
General interest: we are partners in the
common interest we share: the success
of our company.
15
TRAIN
2010
7.8
AMERICA, EUROPE, ASIA
TRAIN 6
2009
7.8
AMERICA, EUROPE, ASIA
TRAIN 5
2006
4.7
EUROPE, ASIA
TRAIN 3
2004
4.7
ASIA
TRAIN 4
2005
4.7
EUROPE
TRAIN 2
2000
3.5
ASIA
TRAIN 1
1999
3.3
ASIA
RASGAS CORPORATE STRUCTURE AND MAIN OPERATIONS
RasGas Company Limited (RasGas)
A Qatari joint stock company established in 2001 by Qatar Petroleum (70 per cent) and ExxonMobil (30 per cent).
On behalf of the shareholders, it acts as the operating company for:
16
>>
Ras Laffan Liquefied Natural Gas Company Limited ‘RL’ Established in 1993 to produce LNG and related
products from its two trains: Trains 1 and 2, which each have a capacity of 3.3 Mta.
>>
Ras Laffan Liquefied Natural Gas Company Limited (II) ‘RL (II)’ Established in 2001 to produce LNG
and related products, RL (II) owns Trains 3, 4 and 5, which each have a production capacity of 4.7 Mta.
>>
Ras Laffan Liquefied Natural Gas Company Limited (3) ‘RL (3)’ Established in 2005 to produce LNG
and related products, RL (3) owns Trains 6 and 7, which each produce 7.8 Mta.
>>
Al Khaleej Gas Project Established in 2000 to produce sales gas and related products for customers in Qatar.
The first plant, AKG-1, came on stream in 2005 and the second AKG-2, in 2009.
>>
Ras Laffan Helium Established in 003 to extract, purify and liquefy helium from the North Field. The first
Ras Laffan helium plant came on stream in August 2005, and the second was inaugurated in 2013;
RasGas Sustainability Report 2016
OUR PRODUCTS & OPERATIONS
Under the guidance of Qatar Petroleum,
the national company responsible for all oil
and gas industry activities in Qatar, RasGas
has developed a large concession area in the
North Field.​
successfully built seven LNG trains with a total
production capacity wof approximately 37 million
tonnes per annum (Mta).
The North Field covers more than 6,000 square
kilometres and has recoverable gas reserves of
more than 900 trillion standard cubic feet (approximately
10 per cent of the world’s known recoverable reserves).
The primary export product is LNG, which is processed
in Ras Laffan Industrial City.
RasGas began operations of its first onshore LNG
train in 1999, and within ten years, the company
The construction of the seven trains was carried out
on schedule and to the highest safety standards. Since
2001, RasGas has grown rapidly. Our facilities now include two ‘mega-trains’ (each with capacity of 7.8 Mta),
a further large sales gas train and two helium production
facilities. RasGas is one of the world’s leading helium
producers. We also produce sales gas for domestic
power and condensate feedstock for downstream industries as well as associated products such as liquefied
petroleum gas (LPG), ethane, sulphur and natural gas
liquids (NGL).
THE EVOLUTION OF RASGAS PRODUCTION CAPACITY
Annual production from LNG trains 1-7 and the Al Khaleej Gas Project (million tonnes)
2009
2010
2011
2012
2013
2014
2015
LNG
23.64
33.83
36.54
36.89
37.00
35.97
37.48
Sales gas
6.44
11.01
12.46
13.54
13.36
14.36
14.05
Field condensate
6.92
10.98
11.75
11.59
11.11
10.8
10.71
Plant condensate
0.76
1.17
1.26
1.37
1.38
1.31
1.36
Total condensates
7.68
12.15
13.01
12.96
12.50
12.11
12.07
Ethane
-
0.33
0.68
0.89
0.87
0.84
0.96
Propane
0.87
1.71
2.02
2.12
2.07
2.20
2.19
Butane
0.55
1.11
1.28
1.36
1.30
1.36
1.37
Total LPG
1.42
2.82
3.30
3.48
3.36
4.4
4.5
Helium
0.0019
0.0018
0.0018
0.0018
0.00287
0.0033
0.0037
Sulphur
0.15
0.36
0.45
0.46
0.47
0.48
0.48
Overall totals
39.34
60.51
66.44
68.22
67.56
67.32
68.60
17
RASGAS PROJECTS
Helium
RasGas launched its helium facilities as part of Qatar’s
efforts to capitalise on the natural gas processing,
delivering more benefit from the resources recovered
from the North Field. The first two plants built under this
project Ras Laffan Helium 1 and 2 – are joint ventures
owned by RasGas and Qatargas, and operated by RasGas.
Qatar is one of the world’s leading helium producers and exporters.
Helium is a versatile and valuable product, used in a number of industries including medicine,
astronomy, space travel, and aviation.
Helium 2 is the world’s largest helium refining facility.
The plant achieved a safety record of more than five million man-hours with zero lost-time incidents
by the end of 2014.
Helium 2 set a production record when it reached 100 per cent production capacity less than one year
after start-up.
Al Khaleej Gas
The Al Khaleej Gas project (AKG) was an undertaking
by ExxonMobil Middle East Gas Marketing Limited,
and is operated by RasGas. The plant plays a major
role in supporting the Qatar National Vision 2030
18
by providing sales gas for consumers in Qatar.
The project was implemented in two phases –
AKG-1 and AKG-2 – over a span of five years.
RasGas Sustainability Report 2016
SHIPPING
The safe and reliable transportation of LNG
is vital to our business operations and our
reputation as a global LNG producer​
Shipping is an integral part of the RasGas LNG supply
chain and one of the most important links to ensure
secure and reliable delivery of LNG to our global
customer base.
RasGas has a long-term charter fleet of LNG ships
in place to meet customer needs. The fleet currently
consists of 27 vessels: 14 conventional LNG vessels
with a cargo-carrying capacity of 138,000m3 to
151,700m3 and 13 large Q-class LNG vessels
with significantly greater capacity of 210,000m3
to 266,000m3.
6
RasGas transports LNG in larger vessels fitted
with re-liquefaction facilities to reduce emissions
per nautical mile per unit of LNG. LNG vessels
with steam turbine propulsion have also been
retrofitted to use LNG as a fuel at lower loads,
thus reducing emissions from the use of
residual fuels.
RasGas and Qatargas have been implementing
ship-swap arrangements for mutual optimisation
of fleet capacities, in which volumes on longterm contracts are delivered on larger LNG
ships. This promotesenergy efficiency in the
transportation of LNG to RasGas’ customers.
16
King of the Sea - The Q-Max LNG tanker is the largest in the world.
Seoul
South Korea
hours
days
345m
Length
A Q-Max ship, with a capacity of 266,000m ,
can meet Seoul's natural gas needs for 6 days.
Seoul
South Korea
y of 266,000m ,
needs for 6 days.
16
hours
A Q-Flex ship, which has a capacity of 210,000m
to 217,000m , takes 16 hours to fully load.
51,400bhp
Power
A Q-Flex ship, which has a capacity of 210,000m
to 217,000m , takes 16 hours to fully load.
Conventional
Q-Flex
Capacity
14 Ships
Capacity
12 Ships
Capacity
Q-Max
1 Ship
19
MENA
Kuwait
Egypt
Europe
Turkey
Portugal
Belgium
France
Italy
Spain
Netherlands
UK
Americas
Mexico
Chile
Brazil
USA
Argentina
Dominican Republic
Asia
South Korea
Japan
India
Malaysia
Taiwan
Jordan
Khalid Sultan
R. Al Kuwari
Chief Marketing
& Shipping
Officer
A GLOBAL ENERGY PROVIDER
RasGas customers
RasGas has developed a strong global customer
base and diversified market, and is fostering
new relationships with emerging customers to
meet their domestic demand while supporting
the global economy.
The advantages of LNG and natural gas compared
to other fossil fuels are increasingly recognised
internatiuonally. Much of the LNG we provide is
used for power generation, where it is favoured
because of its reliability, flexibility, and its lowercarbon emissions per unit of energy delivered.
Caring for and valuing our stakeholders is integral
to RasGas’ business philosophy. Apart from providing
LNG, a cleaner fuel, over the years, we also aim
to create a meaningful connection with the
communities where we live, and work, in Qatar
and around the world. Our international CSR
programme aims to “Energise Education” together
with our customers, making a difference in the
experience of learning by targeting students
and their educators around the world.
We have LNG sale and purchase agreements with
customers around the world including South Korea,
India, Italy, Spain, Belgium, Taiwan and the Americas.
We follow developments in the LNG market, including
its increased use as a transportation fuel, notably in
the long-haul trucking sector, where LNG produces
lower greenhouse gas emissions and is cost-effective.
At the same time, LNG is an attractive alternative
to traditional liquid bunker fuels in shipping, helping
meet tightening emissions legislation.
The LNG market is changing, as new entrants develop
and lead new commercial strategies. As the industry
matures, existing suppliers must remain focused on
providing secure and flexible deliveries. RasGas remains
committed to using our established and world-class
supply chain to deliver to our global customers.
20
RasGas Sustainability Report 2016
Energy for life
RasGas’ new advertising and TV commercial campaign, launched in 2015,
celebrates the power of energy as a source of inspiration for artists around
the world.
Based on the premise that energy empowers our world and enriches our lives,
the campaign celebrates how RasGas brings Energy To Life through the work
of seven artists from seven different countries: Belgium, India, Italy, Qatar,
South Korea, Spain, and Taiwan.
The advantages of natural gas
Natural gas has many uses: residential, commercial, and
industrial. Natural gas emits 50 to 60 percent less carbon
dioxide (CO2) when combusted in a new, efficient natural
gas power plant compared with emissions from a typical
new coal plant.
Natural gas is cleaner and more efficient, as it
produces less pollution and fewer greenhouse
gases than other fossil fuels.
Source: Energy Information Administration (EIA),
U.S. Department of Energy (DOE)
Considering only tailpipe emissions, natural gas also emits
15 to 20 percent less heat-trapping gases than gasoline
when burned in today’s typical vehicle.
RasGas Sustainability Report 2016
21
OUR SUPPLY CHAIN
Our supply chain is a strong element in contributing
to business success and our continuous pursuit
of excellence.​
RasGas has taken major steps to ensure that its safety,
health, environment, and labour principles are embedded
throughout its supply chain. It was one of the first
companies in Qatar to include specific standards and
related enforcement in its contracts.
The RasGas value chain encompasses a wide range of
national and international suppliers. RasGas is not aware
of any significant negative environmental or social
impacts that have occurred in its supply chain, and
provides suppliers with guidance on business conduct
and other policies, and encourages them to recognise
our commitment to good social and labour practices
and to conserve the environment as an integral part
of doing business.
Our compliance with the laws of the State of Qatar
includes adhering to laws prohibiting child labour
or forced labour. This approach covers workers
employed in our supply chain in addition to those
directly employed by RasGas.
We define local suppliers as companies where at
least 51 per cent of the shares belong to Qatari
citizens. RasGas’ tendering strategy maximises
competitive bidding with an open tendering strategy,
but preference is given to local goods and services
in all RasGas contracts.
In 2015, RasGas awarded more than 190 major
contracts for locally sourced services, as well as
other lower value service contracts. Together these
were placed with more than 300 vendors and their
combined value was approximately $750 million.
We also spent approximately $75.5 million on
more than 3,700 orders for locally sourced goods.
Approximately 47% of purchased materials and
69% of services were sourced locally.
Extending responsibility to the supply chain
Our contribution to a more sustainable local economy
begins by sharing our responsibilities and commitments
with the suppliers who make and deliver our products
and services.
RasGas is one of the first companies in Qatar to have
included and enforced clauses in all its contracts to
ensure appropriate standards in safety, health and
environmental (SHE) compliance. Since 2014, we
have worked to introduce worker welfare concerns
in our contracts. These provisions are enforced through
management control processes, regular checks and
inspection by trained RasGas personnel as set out
in our policies.
In relation to international concerns about the human
rights of workers in Qatar, particularly those engaged
on major infrastructure projects, RasGas is committed to
conducting business in compliance with all governmental
laws, rules, regulations and applicable international
conventions to which the State of Qatar is signatory.
22
All new contractors’ SHE practices are evaluated
at the pre-contract stage. Following contract award,
an ongoing SHE plan is developed and monitored regularly.
We monitor supplier performance and collaborate with
them to deliver capability-building programmes in areas
such as SHE and worker welfare, seeking continuous
improvement. We regularly engage workers and their
management in relation to enhancing welfare conditions,
safety, and business conduct.
RasGas Sustainability Report 2016
Direct economic contribution
RasGas works closely with the three major international
rating agencies and has maintained strong investment
grade ratings with each of them on our issued bonds:
Standard & Poor’s, A; Fitch, A+; Moody’s, AA3.
OUR ECONOMIC CONTRIBUTION
RasGas’ direct and indirect economic contribution
brings benefit to many stakeholders and supports
the economic development pillar of the Qatar
National Vision 2030. In addition to the portfolio
of energy products that RasGas supplies, positive
impact is made through the revenues the company
generates for its shareholders, the payments made
to government, the capital investments made in the
State of Qatar, the wages and benefits provided to
employees and the investment the company makes
in the local economy by engaging local suppliers
and contractors.​
We have raised substantial funds in the bank and capital
markets to fund the construction of facilities over the
years. This investment in production, and in particular
the introduction of the LNG mega-trains which
became operational in 2009 and 2010, has resulted
in a commensurate increase in revenues, which have
grown from US$11 billion in 2009 to nearly US$21
billion in 2015, with a significant reduction compared
to 2014 due to lower energy prices.
In addition to providing direct financial benefits for
Qatar, RasGas invests in community projects and
initiatives that develop human and institutional
capacity. For example, we support long-term research
at universities, undertake specific initiatives, and
provide first-class medical facilities at the Al Khor
Community Medical Centre. In addition, the RasGas
CSR programme provides the time, expertise and
commitment of its employees in support of diverse
community projects.
STAKEHOLDER ENGAGEMENT
23
STAKEHOLDER ENGAGEMENT
RasGas commits to being accountable to its
stakeholders and recognises that its success
depends on mutual dialogue and understanding.
Our community engagement approach includes
interaction and grievance processes, and forms
part of our RGEE management system.​
We have identified key stakeholders by considering
which groups have the greatest potential impact
on our business, and which we have the most regular
contact with in the course of day-to-day business.
We have mapped these stakeholder relationships,
assessed stakeholder priority concerns and
developed appropriate approaches for engaging
with them, through our operations and specific
groups. We review our stakeholder relationships
and set priorities for engagement on a regular basis.
For example, our corporate social responsibility team
has identified sub-groups specific to its corporate
citizenship actions and has developed an engagement
scheme tailored to government objectives and
community needs. In 2014, we launched together
with the Ras Laffan Community Outreach Programme,
a joint corporate citizenship action of the seven leading
energy companies based in Ras Laffan Industrial City,
the largest stakeholders’ needs assessment survey
ever promoted by the private sector in Qatar.
Completed in 2015, the survey will allow RasGas
to further tailor its strategy to address community
needs, reassess its goals, and strengthen its
relationship with stakeholders at large.
Aligning our strategy with stakeholder priorities
Stakeholder interaction enables us to identify their
major concerns and re-align our strategic objectives
if necessary. In parallel, our five-year strategic plan is
developed in alignment with the Qatar National Vision
2030 and the emerging trends and challenges of local
and global society.
We also take account of more immediate focal areas
such as those within the Qatar National Development
Strategy 2011-16. Group-level priorities cascade into
individual departmental objectives, which are set annually.
These take account of stakeholder concerns, such as
regulatory requirements, policy objectives, community
needs, environmental compliance, and shareholder
value. In all these areas, we are mindful of regional
and international concerns and good practice.
For example, our community engagement team develops
plans focused on specific themes and objectives which
are designed to address specific stakeholder needs.
The team is currently working on the development of
a five-year strategy, supported by the completion of
the largest privately commissioned needs-assessment
survey in the state of Qatar, involving 2,300 respondents.
A key indicator of success in our community engagement
is the key performance indicator of 50 per cent
proactivity, meaning that we seek to focus on issues
that emerge from community interaction, valuing
long-term sustainable projects rather than philanthropy
or solicited contributions.
Who are RasGas Stakeholders?
Our stakeholders are all those affected by our
business. ‘People’ is a core value for RasGas, which
is why we take special care to safeguard the health
and safety of employees, of contractors, and of
the community. We care at large for people outside
the organisation, too. Our goal is to develop and
Dr. Ali Al Hargan
manage quality Corporate Social Responsibility
Public Affairs
(CSR) projects to advance the welfare of the
Manager
communities where we live and work,
demonstrating that “we are the community".
24
RasGas Sustainability Report 2016
HOW WE ENGAGE WITH STAKEHOLDERS
Stakeholder
Regulators and
government
>>
>>
>>
>>
>>
International
organisations
>>
>>
>>
Investors and
shareholders
How we addressed
stakeholder issues in 2015
Engagement method
>>
>>
>>
Regular meetings.
Official visits and audits.
Capacity-building events, forums,
awareness and training.
Conferences, exhibitions, national
and corporate events.
Regular reporting.
>>
Participation at conferences and exhibitions.
Industry working groups, including IPIECA
and OGP.
Regional gatherings, awards.
>>
Corporate profile and a range of corporate
publications.
Management and Board of Directors meetings.
Regular reporting.
>>
>>
>>
>>
>>
>>
>>
>>
>>
>>
>>
Qatar
Petroleum
affiliates
>>
>>
related issues.
Collaboration on common projects, such as
health assessment, environmental improvement
initiatives, and collaborative social projects such as
the Ras Laffan Community Outreach Programme.
Regular meetings.
>>
>>
>>
Ongoing process through business interactions.
Partnership projects to address community needs.
External communications.
>>
Customers
Exchange and cooperate on HSE and
Maintained safe and compliant operations,
with regular communication with relevant authorities.
Supported Supreme Education Council children’s
Arabic literacy campaign.
Won the Excellence in Sustainability Management
award under the Qatar Energy and Industry Sector
Sustainability programme.
Continued involvement in the International Oil and Gas
Producers Association and International Petroleum Industry.
Environmental conservation associations.
International Gas Union (IGU).
Participation in conferences and exhibitions.
Participation in the regional CSR Arabia Award.
Achieved production of approximately 37 Mta of LNG.
Continued to develop the Barzan Gas Project,
and maintained a good safety record.
Reinforced our systems of governance by enhancing
training and information sharing and learning from
assessments of our management systems.
Maintained our range of corporate publications.
Corporate restructuring.
>>
Led, on behalf of RLIC, a Health Impact Assessment,
involving four other companies.
>>
Ongoing participation and initiatives under the
Ras Laffan Community Outreach Programme
and The Ras Laffan nvironmental Society.
>>
Within the shifting dynamics of the energy market, RasGas
maintains a high degree of reliability and flexibility to meet
existing and new customer requirements.
Continued our community engagement initiative involving
our customer in South Korea and launched the programme
in Taiwan.
>>
25
Employees
>>
>>
>>
>>
>>
>>
>>
>>
Suppliers
>>
>>
>>
Day-to-day involvement with management
through meetings, presentations, and
departmental engagement.
Organisational climate survey (every two years).
Employee learning and development opportunities.
Well-established appraisal systems.
Clear grievance processes, set out in the
Staff Handbook.
Corporate events and campaigns – such as the annual
Employee Forum.
Employee volunteering programmes.
Health monitoring.
>>
>>
Visits to suppliers and meetings with management.
Transparent tendering process.
Ongoing interaction with contractors
through contract management processes.
>>
>>
>>
>>
>>
>>
>>
>>
>>
>>
>>
>>
Community
>
>
>
>
>
>
>
Environment
>
>
>
>
>
26
Collaboration with civil society organisations
on community projects.
Direct interaction with community, including capacity
-building projects and events.
Periodic surveys to identify needs and concerns.
Communicating performance through various media
(reports, TV, films, social media, news releases and a
range of publications).
Reporting and evaluating the performance
of our social projects.
Community grievance processes.
Joint community outreach programme
with industry peers.
>>
ISO 14001 certified environmental management
system, establishing clearly-defined roles and
responsibilities and annual targets and objectives.
Environmental protection programmes, including routine
conduct of environmental and social impact assessments.
Regular monitoring of environmental performance.
A commitment to continuous improvement.
Active members of the Ras Laffan Community Outreach
Programme and the Ras Laffan Environment Society.
>
>>
>>
>>
Increased our Qatarization rate to 38%.
Maintained first-class safety performance
in the upstream industry.
Continued investing in learning and development.
Developed employee targeted engagement .
initiatives as part of the ongoing CSR programme
Held regular employee communications sessions
and surveys.
Completed the biannual Organisational Climate Survey.
Continued to provide accredited high-quality health
care through the Al Khor Community Medical Centre.
Conducted the ‘RasGas in a Day’ employee
engagement initiative.
Awarded more than 190 major contracts for locally sourced
services, as well as other lower value service contracts.
Together these were placed with more than 300 vendors
and their combined value was approximately $750 million.
Spent approximately $75.5 million on more than 3,700
orders for locally sourced goods.
Approximately 47% of purchased materials and 69%
of services were sourced locally.
Continued to enforce SHE&Q standards.
Continued to embed worker welfare conditions lessons learned
to ensure standards are being maintained.
Encouraged and awarded incentives for good saftey practice
sharing among our contractors on the Barzan Gas Project.
Supported diverse initiatives for employees
and their families.
Continued promoting the employee volunteer programme.
Undertook a wide range of projects and programmes
to benefit various sectors of the local community.
Completed Qatar’s largest private sector stakeholder
survey with 2,300 respondents.
>
>
Achieved 28% reduction in flaring, through our second fiveyear flaring minimisation plan.
Reduced methane emissions by 7% as a result of the Jetty
Boil Off Gas project.
Modified shipping vessels to further reduce emissions.
RasGas Sustainability Report 2016
MEMBERSHIP OF ASSOCIATIONS
Organisation
Our involvement
RasGas funding
Relevance to our business
IOGP (International
Association of Oil
and Gas Producers)
Working group member.
Chair of process safety
sub-committee
Membership dues
Promotes shared learning.
Performance benchmarking.
PTAI (Phillip Townsend
Associates International)
Benchmarking participant
Membership dues
Performance benchmarking,
every two years.
PTAI (Phillip Townsend
Associates International)
Benchmarking participant
Membership dues
Performance benchmarking,
every two years.
Laffan Environmental
Society
Member
Membership dues
Promotes shared learning
and research.
Ras Laffan Industrial City
Community Outreach
Programme (RLIC-COP)
Committee Member
Membership dues
Promotes joint corporate
social responsibility action in
the north community of Qatar.
Ras Laffan HSE Functional
Committee
Committee Member
No funding
Promotes shared learning
and aligned advocacy efforts.
Qatar Green
Building Council
Committee Member
Membership dues
Dedicated to advocating
green building solutions,
industry research, promoting
sustainable practices.
International Gas Union
Working group members
Membership dues
Promotes shared learning.
Professional development.
Gas advocacy.
ISO (International
Organisation for
Standardization)
Working group members in ISO
technical committees 28, 67,
176 and 193
No funding
Promotes shared learning.
International standards
development.
GCC (Gulf Standardisation
Organisation)
Working group members
No funding
Promotes shared learning.
Regional standards
development.
27
2. G
OVERNANCE
INTRODUCTION
Dr. Marwan
Musleh
General Counsel
28
Our success is founded on the commitment
to respect, integrity, diversity and a firm
foundation of values, policies, management
systems, processes and controls. Our management
culture adheres to recognised standards of
good corporate governance and a policy of
transparency, integrity and accountability.
Our governance structure
Our governance stands at the core of our
commitment to sustainability, accounting for
and managing the risks and benefits associated
with our actions and operations, underpinned
by the principles of ethical behaviour, integrity,
and respect for the laws and human dignity.
Regard for the general interest and core objectives
of the company and the welfare of the State of Qatar
is of utmost importance to our shareholders. RasGas
Board and General Assembly meetings are conducted
every quarter.
The Board of Directors is the highest governance
body of the company. Board members are appointed
by the shareholders. His Excellency Dr Mohammed Saleh
Al Sada, the Chairman, and His Excellency Dr Ibrahim, the
Vice Chairman, are non-executive members of the Board
and provide leadership for the Board. Joint Venture
Agreements and the Articles of Association ensure that
Board members avoid any potential conflict of interest
The Chief Executive Officer of RasGas has ultimate
responsibility for the day-to-day management,
direction and operation of the company,
RasGas Sustainability Report 2016
RasGas Company Limited
Board of Directors
(Seated from left to right) Mr Hamad Mubarak Al Muhannadi, Mr Saad Sherida Al Kaabi, HE Dr Mohammed bin Saleh Al
Sada, HE Dr Ibrahim B Ibrahim, Mr Hamad Rashid Al Mohannadi, Mr Alistair G Routledge; (Standing from left to right)
Dr Marwan Musleh, Mr Simon P Younger, Mr Khalid Said Al Rumaihi, Mr Jassim Mohammed Al Marzouqi, Mr Jos G Evans
and oversees the operational decisions affecting
the business, such as the selection of personnel
using direct hires, secondees or contractors.
The Audit Committee is backed by a formal audit
charter approved by the Board of Directors which
sets out its role and responsibilities.
The CEO, and other senior members of the executive
management team, report to the Board. At Board
meetings, which are held quarterly, they have
the opportunity to offer recommendations and
communicate with the Board. Board members are
provided with regular reports from management
to enable evaluation of the company’s performance
and compliance with its code of conduct.
Shareholders
The Board of Directors reviews all new RasGas projects,
as well as budgets. Committees created by the Board
focus on specific areas of corporate governance. For
example, the Audit Committee assists the Board in its
oversight responsibilities by reviewing the company’s
risks and risk management processes. In addition, it
reviews the integrity of internal controls, corporate
governance, accounting policies, financial statements
and financial reporting practices.
As a partner with Qatar Petroleum and a significant
shareholder in RasGas, ExxonMobil has made available
its processes and management standards to help ensure
operations integrity and support decision-making.
These processes, which contribute to sound governance
within RasGas, include management systems designed
to promote operations integrity, proper business and
financial control, and integrity in business conduct.
A team of ExxonMobil employees based in Qatar actively
engages with RasGas, monitoring business developments
and providing support when necessary. ExxonMobil also
offers technical and management expertise to RasGas
through the secondment of its employees.
29
OUR MANAGEMENT CONTROL SYSTEMS
RasGas is committed to maintaining a strong and
effective controls environment. In order to do
this, we have implemented our RasGas controls
framework. This ensures that everyone at RasGas
has a responsibility to carry out their duties in
accordance with RasGas control requirements,
and is responsible for reporting possible control
problems to management.​
How does Enterprise Risk Management work during a period of change?
Anilkumar
Parmar
Head of Economics
and Risk
30
Enterprise Risk Management embeds risk awareness
across RasGas, regardless of organisational structure
or the challenges posed by external factors. It helps
to ensure that RasGas makes effective risk-based
decisions in ongoing operations and through
periods of change.
Enterprise Risk Management (ERM)
Over the past three years, RasGas has used risk modelling,
financial tools and technical expertise along with internal
communication and knowledge-sharing to ensure that
appropriate risk-reward decisions are taken, to prepare
the organisation for the unknown, and to protect against
risk while remaining alert for opportunities.​
Using tools and techniques, clearly defined roles and
responsibilities, and management policy and procedure,
the ERM architecture makes use of existing systems
and the organisation’s knowledge and best practices.
ERM ensures comprehensive management and
structured governance of risk identification, mitigation,
and stewardship in alignment with existing corporate
processes and policies such as business continuity
and strategic planning. This allows teams to focus on
their areas of expertise while having effective crossorganisational reviews, and sharing valuable information.
In 2015, RasGas conducted a review by a team of
shareholder-provided experts that demonstrated
a strong culture of risk awareness.
RasGas Sustainability Report 2016
Internal controls framework
There are six principal components in the
RasGas internal controls framework. These
work together to ensure an effective controls
environment is maintained.
The RasGas internal controls framework exists
to make sure that business is conducted in a
disciplined way in accordance with laws and
regulations and with RasGas’ policies, procedures
and financial authorities. The framework assists
compliant and reliable reporting, and enables risks
to be managed, company assets to be safeguarded,
and shareholders’ investments to be protected.
and prescribe the minimum control standards
that should be embedded within policies
and procedures.
Authorisation
A system of authorisation defines delegations
of authority and the financial limits of those
authorities in a Table of Financial Authorities,
to ensure clear accountability for financial
transactions and effective decision-making.
Policies and procedures
A series of policies and procedures prescribe how
to perform business processes. They form an
integral part of each employee’s daily activities.
Compliance checks
Checks include audits and self-assessments,
which evaluate the effectiveness of the controls
framework and drive continuous improvement.
Audits are performed by the RasGas Internal
Audit department, based on an approved audit
plan. The department reports directly to
the Audit Committee to ensure independence
and objectivity. It is tasked with bringing a
systematic, disciplined approach to evaluating
and improving the effectiveness of risk
management, control and governance processes.
In 2015, the Internal Audit department carried
out its approved annual audit plan which included
contractor and vendor audits to assess their
compliance with RasGas contractual terms and
conditions. This involved a review of how RasGas
staff manage contracts and contractors, as well
as how the contractors themselves manage
people on-site.
RasGas’ Business Conduct Policies
RasGas’ 14 Business Conduct Policies lie at the
heart of the controls framework and apply to all
employees (direct hires, secondees and individual
employee consultants). They cover topics such
as ethics, gifts and entertainment, conflicts of
interest, and tendering and contracting.
RasGas’ Basic Standards of Control
These set out management principles, concepts
and standards for an effective system of business
controls. Their emphasis is on financial and accounting
matters, but the standards are all-encompassing
RasGas Sustainability Report 2016
An annual statutory audit is also conducted by
independent external auditors, currently PricewaterhouseCoopers, to provide an opinion on
the annual financial statements that are approved
by the shareholders of the respective companies.
Self-assessments of business processes are
performed at internal audit midpoints by teams
of employees appointed by management,
to make sure controls are working effectively.
31
SEVENTH SENSE
SEVENTH SENSE is RasGas’ ‘umbrella’ management
system that ensures controls are proportionate
to the risk and enables us to evaluate the
effectiveness of the entire controls framework.
SEVENTH SENSE is RasGas’ primary tool for identifying
and managing business, financial, regulatory, information
sensitivity and commercial risks. It provides a structured,
consistent approach to controls leadership, assessing
business process risk, analysing controls steps required
to mitigate specific exposures, ensuring appropriate
controls training, managing changes in personnel
and processes, checking compliance with policies
and control procedures, and reporting controls issues
to management for effective and timely resolution.
It contains seven elements:
>>
Management leadership, commitment
and accountability.
In 2015, control improvement initiatives led by
the SEVENTH SENSE team included:
>>
Risk assessment.
>>
>>
Business process analysis and improvement.
>>
Training and development.
>>
Management of change.
Implementation of a Controls Business Partner model
that embeds controls advisory support within all
major business and support groups. We also launched
a ‘Controls Bulletin’ initiative to promote best
practices in the form of newsletters and videos.
>>
Reporting and resolution of controls weaknesses.
>>
>>
Self-assessment.
Completion of risk assessments for business
applications to provide greater understanding of
system owner responsibilities for managing risks
associated with the system applications supporting
our business processes.
>>
Simplified policies and procedures endorsement,
approval, and review processes.
>>
A more efficient delivery of mandatory controls
training using computer-based training, with
automated email notifications when training is due
and escalation of non-completion to management.
>>
Simplified tools to assist with management
of change in the business.
>>
Development of System Access Review Guidelines.
The controls committee, chaired by the Chief Financial
Officer with representatives from each of the major
business and support groups, meets each month to
review SEVENTH SENSE improvement activities and
the status of controls issues. Progress updates are
presented to the Chief Executive Officer and his
Executive Leadership Team on a regular basis.
The primary feedback and verification mechanism
for SEVENTH SENSE is the Element Assessment,
conducted every two years to test and measure
compliance with system requirements across the
organisation. An assessment was conducted in 2015
with reports provided to each Chief Officer with
their group score, together with a summary of
recommended controls efficiency improvements.
In 2015 assessment scores improved compared to
2013, demonstrating that SEVENTH SENSE controls and
processes are well-embedded across the organisation.
32
In 2016, we will continue to promote the importance of
effective business controls while focusing on streamlining
process controls, ensuring controls activities continue to
add and develop more efficient processes for controls
stewardship.performed at internal audit midpoints by
teams of employees appointed by management,
to make sure controls are working effectively.
RasGas Sustainability Report 2016
RasGas Elements for Excellence
In its Corporate Safety, Health, Environment and
Security Policy, RasGas commits to safeguarding
human safety and health, conserving the
environment, whilst ensuring the security of its
assets. This policy is put into practice through
the 11 RasGas Elements for Excellence (RGEE),
a management system framework of processes
and procedures to address operational risks that
could cause harm to people, the plant or the
environment. The RGEE system complements
the SEVENTH SENSE management system,
which controls business and financial risks.
RGEE envisages that risks can be minimised by
a systematic risk assessment approach and
management techniques. Effective leadership is vital,
as are commitment and accountability. Accordingly,
RasGas executives and management are committed to
supporting and leading RGEE effective implementation.
All RGEE systems have a defined scope, and objectives,
roles and responsibilities, procedures, measurement
indicators and a feedback mechanism to drive continuous
improvement in operations integrity performance.
RGEE provides the organisation with a means to
carry out its businesses safely, efficiently, and cost
effectively, to enhance operational integrity, and
to share best practices. To demonstrate visible
leadership and commitment from senior management,
a committee chaired monthly by the Chief Operating
Officer and bi-annually by the Chief Executive
Officer monitors RGEE performance. KPIs covering
all RGEE systems are also regularly monitored by
nominated ‘system owners’. Annual assessments
of the performance and effectiveness of the systems
are carried out, leading to recommendations
designed to further strengthen the system.
RGEE addresses all RasGas’ operational activities
by setting principles and expectations. Key focus
areas include managing interfaces, process safety,
regulatory compliance, stewardship of actions to
closure, and embedding lessons learned from incidents.
3333
The RGEE Academy
The RGEE Academy aims to raise awareness of RGEE
among the RasGas workforce through training.
In 2015, computer-based training was launched to
all RasGas employees to improve understanding of
RGEE and its criticality to safe and reliable operations.
The training was completed by 80 percent of the
workforce: approximately 3,365 employees. RGEE
Academy courses cover four levels, catering for
participants with varying levels of experience and
responsibility, building from awareness-raising to
mastery. The nine sessions delivered in 2015 were
attended by 176 personnel. Since its start in 2012,
approximately 750 employees have been through
RGEE academy courses.
The annual RGEE level 3 workshop, conducted with the
leadership team and an international expert, focuses on
process safety leadership. At the 2015 event, RasGas
leadership pledged to resist complacency and maintain
a state of “chronic unease” in which vigilance for safety
is ever-present. This poster is displayed widely throughout RasGas as a constant reminder to maintain a sense
of high awareness of risk management and controls.
The level 4 course covers technical items such as
the organisational context, the purpose of RGEE
assessments, and personal skills such as questioning
techniques, listening, and body language. Training
also helps participants learn how to document and
report an assessment observation, prioritise and
present assessment findings, and evaluate system
performance based on status and effectiveness.
The Level 1 course is designed to give foundational
knowledge of RGEE, enabling those involved to
understand the system’s role and value, its basic
framework, and how it can be implemented in their
jobs. The course provides a brief overview of RGEE.
The majority of the content is focused on process safety.
The course focuses on operations and maintenance
personnel, showing that everyone has a role in ensuring
that process safety is observed in a production facility
from design to construction, operation, and modifications.
A case study approach on industry incidents incentivise
trainees to focus on how failures can be prevented
with the effective implementation of RGEE systems.
34
RasGas Sustainability Report 2016
RASGAS BUSINESS
CONDUCT POLICIES
BUSINESS ETHICS AND INTEGRITY
RasGas believes that ethical conduct is a prerequisite for maintaining and growing a business
that is fit for the future.
Our business conduct policies link to the core
organisational value of integrity, providing a
framework for ethical behaviour by defining
the requirements for the conduct of company
business that apply to all employees, consultants,
and secondees.
The business conduct policies form part of the
Employee Handbook, which is given to every
employee when they join the company and is
available on the company’s intranet site. Training
on the policies is provided to employees and all
are encouraged to seek advice if issues arise in
respect of any of the policies. Employees must
certify each year that they understand their
responsibility to comply with the policies.
Our approach is reinforced by a commitment to
transparency. Employees must declare instances
of actual, potential or perceived conflicts of interest,
and must report all offers and acceptances of gifts
and entertainment to or from contractors, suppliers
or customers where the actual or estimated value
exceeds the amount stated in the policy guidelines.
RasGas ethics policy
RasGas’ approach is one of strict observance of
laws applicable to its business. Even where the law
is permissive, RasGas chooses the course of highest
integrity, recognising that a well-founded reputation
for honest dealing is itself a valuable company asset.
In cases of alleged breaches of business conduct
policies, the RasGas Ethics Committee conducts
investigations and takes disciplinary action up to
and including contract termination. The committee
completed investigations in the course of 2015 and
implemented appropriate disciplinary actions. The
RasGas Legal department is not aware of any claim
that has been filed in court against RasGas in 2015
alleging a breach of any of the six RasGas policies
on ethics, conflicts of interest, gifts and entertainment,
financial controls, tendering and contracting, or
harassment or intimidation in the workplace.
35
BUSINESS CONDUCT POLICY TRAINING
RasGas seeks to ensure that employees understand that
the company cares how results are obtained, not just
that they are obtained. Through the policy, employees
are encouraged to act in an honest and ethical manner,
to record all business transactions accurately and
to be honest and open with RasGas’ internal and
external auditors.
The committee also manages the conduct of any
investigations. In accordance with its approach to
grievance reporting and non-retaliation, a belief or
concern expressed by an employee in good faith will
not be held against them when reporting a possible
ethical problem.
Political contributions and public policy
RasGas expects its employees to behave with integrity.
This includes open and honest communications from
employees at all levels, and compliance with RasGas
policies, accounting rules and controls. RasGas supports,
and expects everyone to support, any employee who
declines an opportunity or advantage for RasGas that
would compromise ethical standards.
RasGas expects its employees to report suspected
violations of law or RasGas policies to management.
Managers, in turn, have an obligation to communicate
all reports immediately to the Secretary of the RasGas
Ethics Committee. When an employee has reason to
believe that his supervisor is not complying with company
policies, he or she can contact the company’s Ethics
Committee or the Chief Executive Officer, in confidence.
The Ethics Committee provides guidance and
recommendations when issues of concern arise.
Violations of the policies and defined security
incidents are formally reported to the committee,
which determines whether an investigation is required.
36
Political contributions using company funds, resources
or premises are not permitted and cannot be made
directly or indirectly to any political candidate or party
in the State of Qatar or anywhere else in the world,
except where such contributions are permitted by law
and have been approved by the Board of Directors.
RasGas does contribute to public policy development
in areas where its expertise is valuable, such as climate
change, and does so under a framework of responsible
conduct and controls.
Anti-bribery and corruption
RasGas recognises the need to identify and manage the
risk of bribery and corruption in all its business dealings.
RasGas does not specifically analyse its business for
corruption risk, but its internal control framework and
business conduct policies address corruption-related
risk through continuous training and ad hoc advice to
all RasGas personnel. Any allegation of corruption is
investigated in accordance with policies and procedures.
RasGas Sustainability Report 2016
HUMAN RIGHTS
We are committed to respect the rights and
dignity of all people and to comply with all
legal requirements wherever we do business.​
RasGas adheres to the basic human values of dignity
and respect for all individuals. We do not tolerate
harassment or intimidation in the workplace, and our
employee relations policy supports the provision of
a mutually supportive, respectful and productive work
environment. We have a non-retaliation and grievance
system in place to enable employees to raise instances
of alleged mistreatment.
While we do not have a separate human rights policy,
we are working to extend our responsibilities to the
supply chain.
Worker welfare audit
Qatar has experienced considerable international
media and non-governmental organisation attention
in relation to the welfare of workers engaged on major
infrastructure projects associated with the 2022
FIFA World Cup.
Although RasGas is not involved in projects related
to the World Cup, it recognises the need to contribute
to addressing these challenges and contribute its
expertise to developing better practices.
RasGas and its direct suppliers’ workers enjoy high
standards of welfare and recreational programmes,
and are regularly recognised for their contribution to
RasGas projects. Worker welfare includes good quality
accommodation, facilities for recreation and sport,
access to services such as banking and cafés, and
to activities such as cultural concerts, sporting
events, computer courses, movie screenings and
37
chess competitions. In 2015, RasGas hosted seven
worker celebrations in recognition of significant
safety milestones.
RasGas values and appreciates all those who work
for the company for their fundamental role in its
continuing successes, and recognises the need to
ensure these commitments are equally fulfilled
throughout its supply chain.
To assess our current position in a structured and
rigorous manner, an independent international expert
on human rights management was appointed in
2014 to lead an audit of our seven largest contractors.
The scope of the audit covered the entire cycle
of migrant workers, from recruitment to arrival in
the country, contracting, welfare, and repatriation.
It included topics such as recruitment fees, employment
conditions, accommodation and food quality, hygiene
and sanitation, medical and recreational facilities, and
fire and safety requirements.The audit programme
focused on compliance with legislative requirements,
and included a gap analysis which considered RasGas’
current position in relation to possible options in its
future supply chain management.
In 2015, RasGas worked to embed the lessons learned
from this report, and is working to ensure that human
rights and worker welfare standards are included as
contractual requirements along with a monitoring
and enforcement scheme overseen by a committee.
RASGAS VALUES AND
APPRECIATES ALL THOSE
WHO WORK FOR THE
COMPANY FOR THEIR
FUNDAMENTAL ROLE IN ITS
CONTINUING SUCCESSES
38
Responsible projects
RasGas retains the right to audit contractor
performance at any time. As it is our obligation
to manage and execute our projects in a responsible
manner, we carry out regular audits and inspections
to ensure compliance.
Our contracts include detailed specifications
to protect the safety, health, environment and
security of each individual, while we review issues
such as workers’ rights and labour conditions.
The multinational and multicultural nature of our
workforce, typically involving up to 60 nationalities,
can make this process complex. However, we have
defined elements such as the nature and size of
accommodation, site landscaping, required living
space, laundry provision, the quality and quantity
of recreational and sporting facilities, housekeeping
and janitorial services, food standards and handling,
pest control and the provision of medical facilities.
Complaint mechanisms are in place. We have established
a worker wellness framework that enables health
screening to be carried out in our own medical facility.
Buses for transporting people to and from the site
are air-conditioned, and all vehicles are equipped
with in-vehicle driver-monitoring systems.
We have developed, with our prime contractor for
the Barzan project, a range of accommodation-related
procedures for safety, health, the environment and
security. These include a health and welfare programme,
an occupational hygiene programme which includes
measures on hazard monitoring and control, a heat
stress prevention programme and other actions in
areas including operations, maintenance, security,
risk assessment, and emergency preparedness
and response.
Within the accommodation facilities, resident
management committees provide a mechanism
to share information on issues such as safety and
security, forthcoming initiatives, maintenance and
housekeeping, catering, recreation and welfare.
Sports facilities, cinemas, shopping, communications,
and recreational facilities provide for a range of
activities and cultural celebrations, such as sporting
events and competitions, computer training and yoga.
RasGas Sustainability Report 2016
39
3.Our People
INTRODUCTION
Ahmed Darwish
Chief Employee
Development and
Welfare Officer
40
RasGas has always maintained that our goal for
our people is to establish a high-performance
culture in which they will thrive. This is especially
significant now as we navigate new challenges
and seize new opportunities. Our people will play
a crucial role in our company’s future success, and
in support of this, RasGas remains committed to
providing them with a work environment that will
reward them for their diligence and enable them
to fulfil their professional potential.
Our workforce comprises individuals of 61
different nationalities, with a wide range of
skills and experience. We believe our staff
share our commitment to innovation and
continuously strive for excellence.
We recognise that people thrive in a work environment
that is inclusive and supportive and which welcomes
diversity. Our Human Resources policies and processes
provide a clear and consistent structure in which to
manage our people to deliver a high-performance
culture by providing clarity about what is required
to perform a job and how it should be done.
RasGas Sustainability Report 2016
Note: Workforce comprises full-time employees and contractors directly hired by RasGas. The table excludes contractors who are hired by companies that supply services to
operations or projects. RasGas safety performance statistics include both contractors directly hired and contractors working on RasGas premises engaged by supplier companies.
THE RASGAS WORKFORCE
Our workforce declined in size in 2015 as a result
of a business rationalisation programme in response
to the challenging market environment. ​
attrition rate, which includes individuals who left the
organisation voluntarily and involuntarily, was 5.1 per
cent in 2015, compared with 5.9 per cent in 2014.
To complement the recruitment of experienced staff,
RasGas recruits students and offers scholarships that help
people pursue diploma and bachelor degree qualifications
from local and international universities. The market for
scholarship students, however, is highly competitive.
Workforce diversity
Retaining staff, especially Qatari nationals who have
completed a high quality training programme, will be
increasingly challenging as the economy diversifies and
opportunities develop in other sectors. Our employee
How does RasGas manage the risk of losing trained
manpower and experienced employees?
RasGas has clear job handover processes in place to
ensure knowledge is transferred when individuals
leave the company. In addition, we have developed
a Strategic Workforce Planning methodology to
help the business identify potential skill gaps in
the short- and long-term so that these can be
Dana Al-Mulla
Human Resources addressed before they become a business risk.
Manager
RasGas believes that diversity provides differing
perspectives on problem-solving, opportunities for
team-building that extend beyond the workplace,
and helps to create a work environment that people
find exciting.
At the same time, RasGas recognises the importance
of the company’s core organisational values- People,
Integrity, Safety, Excellence and General Interest being partners in the common interest we share:
the success of the company. We believe these values
unite the company and help to drive its success.
RasGas aims to be an employer of choice, empowering
employees through professional development
programmes. We offer equal opportunity for career
development for men and women. The number of
female employees at RasGas declined slightly in 2015,
following year-on-year increases since 2007. However,
the gender composition reflects Qatar demographics.
The proportion of women within the total workforce
increased slightly in 2015.
41
Employee composition by gender
Workforce
diversity
by region
84%
8%
4%
2%
1%
Asia
Africa
Europe
North America
South America
Job Families and performance management
A framework of 11 job families and group development
council activities across our organisation provides benefits
for employees by grouping roles that require similar
training, skills, knowledge and abilities. This framework is
a key tool to define required capabilities, and to develop
performance measures and development criteria. It is vital
to ensure that employees have or can attain the skills,
knowledge and behavioural competencies required for
their roles, enabling enhanced professional development.
The RasGas performance management is a framework
to plan, manage and review employee performance.
42
Year
Female employees
(and percentage of
total employees)
Male employees
(and percentage
of total employees)
2007
218 (10%)
2,044 (90%)
2008
274 (10%)
2,395 (90%)
2009
303 (11%)
2,572 (89%)
2010
312 (11%)
2,634 (89%)
2011
342 (11%)
2,719 (89%)
2012
386 (12%)
2,875 (88%)
2013
411 (12%)
3,003 (88%)
2014
445 (12%)
3,138 (88%)
2015
442 (13%)
2,983 (87%)
Along with the job families, this framework provides
clarity about RasGas’ priorities, helping employees to
demonstrate the behaviours that lead to better business
performance and achieve their personal career goals.
We rate and calibrate all eligible staff and track them
through the career development review process – 100
per cent of eligible staff had a career review in 2015.
Throughout the process, we encourage clear, direct and
regular communication between those giving and those
receiving appraisals. Objections can be addressed through
the company’s grievance process, which empowers
employees to appeal their rating and discuss the issues
with appropriate levels of management.
RasGas Sustainability Report 2016
EMPLOYEE LEARNING & DEVELOPMENT
We aim to give our people challenging and
rewarding careers, with opportunities to develop
their professional and personal skills. We offer
a range of both development opportunities and
training courses.
How does RasGas effectively manage learning
and development opportunities at lower cost?
Adam Ahmad
Head of
Corporate
Training
Developing the skills and capacity of our employees
through diverse learning opportunities is a key
priority for us. In the context of optimisation,
this internal capacity must be developed with a
focus on the quality of our training rather than its
quantity. Among our new approaches, in 2015 we
launched a ‘Train The Trainer’ certification drive,
allowing selected employees to acquire the skills
required to effectively deliver in-house training.
We also successfully launched a more efficient way
of delivering mandatory, role- specific, and selfdevelopment training through computer-based
training, offering employees a portfolio that
now includes 22 ‘e-courses’.
RasGas has a structured and mature succession
planning process that provides a clear view of
the skills and people the company will need. We
help people plan their careers so that the individuals
who progress to managerial and technical expert
roles have the experience they require.
We encourage all our people to take personal
responsibility for their training and development,
an ethos that is captured in the message ‘Your
development, in your hands’.
In support, we provide access to information
on training, on-the-job learning and conferences
through a web portal that links each professional
role to corresponding technical and behavioural
competencies. This is connected to the annual
performance development process.
This system continually builds the capabilities
of employees by providing them with the tools,
training and accreditations they need to meet
current and future business challenges.
43
QATARIZATION
Supporting the development of our Qatari staff
remains at the heart of the RasGas commitment
to invest in the sustainability of Qatar. We have
a clear framework for reaching 50% Qatarization
in permanent positions while balancing this with
the skills and experience of our expatriate staff.
44
This framework is supported by detailed planning
underpinned by four strategic themes:
>>
Strengthening our partnerships and
relationships with the education sector.
>>
Enhancing the career development framework
for national employees to ensure timely
career progression while meeting appropriate
competency requirements.
>>
Sustaining an integrated planning process
to meet identified Qatarization targets.
>>
Improving the quality and effectiveness
of processes for national development,
including scholarships, sponsorship and
the technical preparatory programme.
RasGas Sustainability Report 2016
The composition of our workforce is reviewed when
considering intake plans to ensure the correct balance of
nationals and expatriates, in terms of skills and experience.
Qatarization intake plans and confirmations are reviewed
quarterly to ensure young nationals have successfully
achieved the skills needed to move into a permanent
position. We recruited 92 nationals in 2015, compared
with 159 in 2014. This reduction reflects the current
operating environment and the continuing challenge
of recruiting in a highly competitive labour market.
candidates. We continued to support the Al-Bairaq
programme with the Center for Advanced Materials
of QU, an outreach project targeting high school
students. The programme engages students in
scientific activities that enhance their skills, motivation,
and interest, and guides them in their future careers.
>
Building on our agreement with Carnegie Mellon
University in Qatar (CMU-Q) which we signed in
2013, we held a computer science day at the Al
Khor International School in which CMU-Q
provided students with an interactive experience
to help them develop computer programming and
problem-solving skills.
>
With Texas A&M University, we supported
a design competition in mechanical engineering,
and provided support for the science, technology,
engineering and mathematics (STEM) Educator of
the Year competition, designed to recognise outst
anding teachers. We also supported the
university’s international ethics summit, which
highlights the university’s focus on ethics in
all its curricula and academic programmes.
>
We have supported initiatives in technical
education such as reviewing technical and further
education programmes in oil and
gas with the College of North Atlantic and
in evaluating technical learning programmes
run by the QITS.
>
For schools, we organised visits to our office
headquarters to highlight opportunities for
schoolchildren in the workplace, with a particular
focus on engineering.
>
RasGas signed a memorandum of understanding
with QU in 2015 to foster cooperation in
education and scientific research. The agreement
envisages collaboration in scientific research,
strategic studies, scholarships and training
for QU students as well as RasGas’ leadership and
staff. It also covers the exchange of professional
expertise in business administration and
engineering. We collaborate on corporate
responsibility initiatives to promote awareness
and organise joint conferences, seminars and
workshops to engage students in activities
for community service in Qatar.
Energising education – university outreach
RasGas continues to develop relationships with the
education sector to share expertise and create a bridge
between student education and the requirements
of a professional environment.
In 2015, we participated in a number of career fairs,
including those organised by Qatar University (QU),
Texas A&M, the Qatar Independent Technical School
(QITS), the Gulf English School, and the UK Career
Fair. We supported 53 university and secondary
school students during 2015 in our summer internship
programme, approximately 80 per cent of whom
were Qatari nationals. Internships last between four
and eight weeks, broadening students’ exposure to
the professional environment and giving RasGas
the opportunity to assess possible future recruitment
What does RasGas mean by its goal of ‘energising education’?
Abdulrahman
Al Mannai
Learning and
Development
Manager
RasGas believes in the importance of investing in
education to help build the professional class of
tomorrow. As such, we collaborate with high schools
and universities on a wide range of programmes,
from joint scientific research projects and vocational
training to on-the-job learning through our
internships, and student competitions. Our
employees are also actively encouraged to share
their skills and expertise as subject matter experts
to inspire young students. We are deeply committed
to enhancing students’ educational curriculum and
resources by sharing our knowledge resources, such
as our Qatar Helium initiative, which shares our
industry expertise with high school students.
45
Engaging our employees
Our People core value embodies a commitment
to care, listen to and develop our employees.
We use a range of tools to engage with our employees,
such as regular briefings on key issues, departmental
and team meetings, newsletters, electronic circulars,
and DVDs. Suggestion schemes and employee forums
provide channels for employees to raise issues with
supervisors and managers.
Professional e-services
In addition to our Employee Affairs helpdesks in Doha
and Ras Laffan, the RasGas HR portal (the ‘Employee
Gateway’) provides a single online reference point for
employees to access HR information aiming to drive
efficiency and consistency, transfer knowledge, facilitate engagement and embed management practices.
In 2015 we introduced new services to enable
employees to manage their work-related requests
online via the ‘People Portal’. This allows employees
46
to submit transactions directly as needed, track
requests and receive faster responses.
RasGas Sustainability Report 2016
Organisational Climate Survey
Every two years, we conduct an organisational climate
survey, which seeks to understand employee views
of our strengths and identify opportunities for
improvement. The survey is run by an independent
company and covers 69 diagnostic questions and
two free-form questions covering 14 dimensions.
The survey is in English, with Arabic translation of
the questions available.
The response rate was 78% in 2015, in line with previous
surveys. The results showed a considerable upturn in the
‘employment engagement’ score, from 72 per cent to 82
percent, the highest it has been in the past four surveys.
This score provides an overall measure based on an
aggregation of six separate
RasGas in a day: 24 Hours of Excellence
- an employee engagement initiative
The annual Employee Forum is an important
element of RasGas’ strategic approach to workforce
management, long-term employee retention
and engagement.
The ‘RasGas in a Day: 24 Hours of Excellence’
theme used a 24-hour day as a metaphor for
RasGas’ excellence journey.
indicators of employee opinion. Areas that scored
particularly highlywere in relation to RasGas’ safety
culture and its responsible business practices.
We make a concerted effort to act on the feedback
from the survey and address the areas where action
is desired. We develop action plans in areas where
we can improve, such as in relation to rewards for
performance and in the performance of immediate
line management.
Findings from the survey are used as one of the inputs
to the annual strategic planning process for developing
RasGas’ corporate and five-year group business plans.
Department managers share survey results with their
teams and address opportunities for improvement
by developing detailed action plans.
Facts and figures
86% of employees felt that the 2015 Employee
Forum increased their level of engagement
with RasGas.
The majority of uploaded videos were created
as team, section or department joint films.
865 employee-sourced videos were collected
and produced.
View our film on sustainability.rasgas.com/media/
The project captured all business functions at every
hour during an average day in different locations by
asking employees to upload videos to a dedicated
external microsite.
The Employee Forum and employee
communication sessions
The annual Employee Forum took place in May
and employee assemblies were held in June and
December in Doha and Ras Laffan.
These RasGas-wide events included interactive
question and answer sessions where employees
could submit questions anonymously in advance
and also live during the event. The exchanges were
subsequently posted on the Employee Gateway
to ensure the information was shared with those
unable to attend.
47
4. COMMUNITY
ENGAGEMENT
INTRODUCTION
As a company, we take great pride in our
involvement with the community and see our liaison
with the community as intrinsic to our everyday
lives. RasGas is committed to maintaining a strong
Corporate Social Responsibility (CSR) programme
by adhering to international standards and best
practices while responding to stakeholders’ needs.
Our impact on local communities
RasGas’ social impact derives to a large extent from
the economic contribution the company makes to the
State of Qatar. This includes significant contributions
to government revenue, capital investments, and
benefits derived from the energy products we supply
to the market. At a local level, we provide employment
opportunities for Qatari people, and offer learning and
development opportunities for employees. We support
the economy by engaging local suppliers and contractors.
However, our impact on the community goes beyond
our business activities. RasGas seeks to make a positive
and lasting social contribution by following a structured
approach to community engagement. As a global energy
An ongoing stakeholder dialogue and interaction
stands at the foundation of the way we conduct
our business. Engaging with the community
helps us to continuously improve and support
our country’s sustainability commitments. I am
especially proud that such a commitment at every
Omar Al Misnad
Chief Management level of the company has ensured that RasGas’
employees are engaged and invested in the
Services Officer
wellbeing of the people of Qatar.
48
supplier and Qatari company, we believe in the
opportunity and responsibility to build effective
relationships with stakeholders inside and outside
the company.
We implement a dynamic community programme
through stakeholder engagement and investments
aimed at developing and supporting the communities
where we live and work. The programme is designed
to address any impacts on stakeholder groups directly
affected by our operations, and to maximise the positive
contribution we make to the community at large.
Through our stakeholder engagement, we extend
our responsibility to identify and address the needs
of various communities across Qatar, including specific
social groups such as children, young people, and women.
Our community engagement is implemented
at various levels:
1.
Alignment and adherence to international and
regional guidelines, trends, and best practices.
2.
Alignment with regional and national priorities such
as the Qatar National Vision 2030 and the Qatar
National Development Strategy 2011-16.
3.
Ongoing research based on statistics and public data.
4.
Direct interaction with stakeholders.
5.
Joint interaction with industry peers as part
of the Ras Laffan Industrial City Community
Outreach Programme.
6.
Needs assessment and surveys, covering groups
such as RasGas employees as well as the community
at large, project stakeholders, and specific
target groups.
RasGas Sustainability Report 2016
MANAGING OUR CSR PROGRAMME
The principles and objectives of our stakeholder
interaction and community investment programme
are established, implemented and monitored through
a management system supervised by a corporate governance
structure. RasGas is committed to maintaining sound internal
controls, transparency and accountability to all stakeholders. In this way our CSR efforts are rooted in our
culture and integrated into our daily operating practices.
Since 2014, RasGas continued to enhance its community
engagement policies and procedures with research, surveys,
and adherence to best practices. Throughout 2015, RasGas
has worked to embed the feedback from the largest stakeholders’
needs assessment survey developed by the private sector in
Qatar. The analysis is currently being used as the basis of a fiveyear plan that prioritises community needs through long-term
sustainable projects.
RasGas was awarded the CSR Company of the Year by Arabian
Business Qatar in September and the Best Corporate Social
Responsibility (CSR) Integrated Company awards, the first
official Qatar CSR Award under the patronage of the Ministry
of Economy and Commerce.
Within RasGas, CSR initiatives are managed by a dedicated
team that reports directly to the Chief Management Services
Officer and the Chief Executive Officer, while the Chairman
is the ultimate governance authority. The team works closely
with major internal groups and executives.
Annual plans and performance are discussed regularly at
Executive Leadership Team (ELT) level, involving key corporate
functions. Each internal group and department is given the
opportunity to include corporate responsibility elements in
their annual planning and daily operations. The CEO is regularly
updated on developments and frequent updates are provided
to the Board of Directors and the ELT. The entire workforce
is updated via corporate performance reports and internal and
external communications. Senior management commitment
to corporate responsibility is made clear by their participation
in relevant initiatives.
The company’s CSR policy and procedures set out criteria to
support the creation, identification and implementation of
proactive and solicited projects. These consider whether the
envisaged initiative aligns with the company’s strategic focus
areas and government guidelines, its association with local
cultural values, traditions and laws, the potential benefit for
target stakeholders, the opportunity for employee involvement
and how sustainable the project is.
RasGas Sustainability Report 2016
The programme incorporates continuing research
to identify projects that meet the evolving needs of
the community, in addition to monitoring and evaluation
to assess internal and external stakeholder satisfaction.
UNDERSTANDING THE NEEDS OF OUR STAKEHOLDERS
RasGas recognises that it is accountable to stakeholders
for its performance and acknowledges that its success
depends upon understanding stakeholder needs, and finding
the most effective responses in collaboration with them.
RasGas proactively identifies and maps stakeholder groups,
assesses priority concerns, develops appropriate approaches
for engagement, pursues a proactive dialogue, and promotes
the conditions that enable the establishment of a longterm cooperation.
The North Community Needs Assessment Survey
On behalf of the RLIC Community Outreach Programme
(RLIC-COP) RasGas commissioned the Social and Economic
Survey Research Institute (SESRI) of Qatar University (QU)
to conduct a community survey targeted at the north area
of Qatar between 2014 and 2015.
The aim of the survey was to identify and cater to the
developmental needs and concerns of the northern
communities of Qatar and provide guidance on how the
industry resources could be better exploited to support
the local community. The survey aimed to:
>>
Identify community perceptions and awareness on the
oil and gas industry in Qatar.
>>
Identify community expectations, initiatives, and activities
in which stakeholders foresee participation and support
in areas such as environment, health, education, society,
economy, tradition, culture, and heritage.
The survey involved 2,300 respondents from the
municipalities of Al-Khor, Al-Daayen, and Al-Shamal.
This included: 721 Qatari nationals and 1,579 expatriates
(blue and white collar workers), as well as business owners
and civil society organisations operating in the area.
One of the main outcomes of the survey was the identification
of a gap in stakeholders understanding of the industry, its
operations, and its contribution to the community at large.
This highlighted the need for more focused communication
to enhance understanding and collaboration.
49
MONTH-BY-MONTH
January
•
•
•
Employees’ participation in the Ooredoo Marathon.
Qatar Charity Society donation for Syrian Refugees Aid.
Fly-in Day community event in Al Khor.
February
•
•
•
National Sport Day event with 3,838 participants.
Northern Community Skills Development Programme courses graduation.
RasGas-KOGAS Energising Education initiative in South Korea.
March
•
•
•
•
•
•
•
•
Gulf Engineering Society conference participation.
QU Alumni Association contribution and skills transfer.
Step into Health annual community drive.
UCMAS students mathematic competition.
Supreme Education Council (SEC) – Energising Education Qatar Helium project starts.
Korean community support.
RasGas and LNG Japan project with Qatar University.
Maktaba children reading lessons drive.
•
•
•
•
•
Qatar Green Building Council.
Qatar Helium teachers’ workshop.
Blood Donation Drive.
TAMUQ students’ design competition.
Maktaba Spring storytimes.
May
•
•
•
Artists in Residence exhibition and workshop.
RasGas in a Day employee engagement initiative.
Nepal earthquake employee fundraiser.
June
•
•
•
CSR Arabia Award participation.
North Community Needs Assessment survey results.
SEC Energising Education Qatar Helium – selection of best projects.
August
•
Maktaba computers in-kind donation.
September
•
•
CSR Majlis participation.
Ministry of Development And Planning Human Development Report.
October
•
•
•
Energising Education – Qatar Helium Award ceremony.
Qatar University MOU signing ceremony.
Energising Education with CPC in Taiwan.
November
•
Maktaba computers in-kind donation.
•
•
•
•
•
•
•
Sponsorship of Qatar National Day.
UNESCO computers donation.
CSR Qatar Summit Award.
Arabian Business CSR Award.
Al Bairaq Programme winter activities.
Abdulla Bin Hamad Al Attiya Foundation.
Qatar Society of Engineers skills transfer.
April
December
50
RasGas Sustainability Report 2016
CSR ACTIVITY 2015 BY PROJECT DURATION
60,000
Education
60,000
‘Pro-active’ (i.e. non-solicited) initiatives which show our abillity to promote partnerships
and projects resulting from reseach , regular
interactions with key community stakeholders
and needs-assessment surveys.
Supporting education,
50,000
50,000
0
as an
essential
element of economic
40,000
and40,000
social
development
30,000
30,000
20,000
20,000
0
Health
Advocation
10,000
10,000
healthy living
and supporting
0
01
initiatives to promote
wellbeing and sport
15,000
Community
Initiatives13,000
that advance
the social wellbeing
11,000 in
of the communities
which we live and work.
29%
53%
9,000
Activity by
cornerstone
2015
7,000
5,000
Environment
Preserving3,000
and
14%
2013
2014
5%
2015
developing the natural
,000
environment for
generations to come
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
58.0%
45.5%
52.2%
50.0%
38.6%
27.69%
2015
2014
2013
2012
2011
2010
Energising Education
Supporting education is one of the most significant
contributions a business can make to sustainable
development.Energising Education is a long-term
educational scheme tailored to RasGas’ industrial
expertise and commitment to building a knowledgebased society, targeting local and international
students. It aims to make a difference in the
experience of learning, involving students but also
their educators, who have the crucial role of guiding
them on the path to becoming responsible adults
through education.
One goal of the initiative is to provide youngsters
with information about the importance of the energy
industry for Qatar’s past and future through science,
mentoring and skills transfer schemes from RasGas’
varied expertise pool, and specific material about
LNG, and helium, for example. RasGas also invests
in supporting schools to upgrade and enhance their
facilities to offer a better learning environment and
experience to students in Qatar and around the world.
5151
Qatar Helium
In partnership the Supreme Education Council (SEC) RasGas
launched an educational scheme linking the energy industry
and school science lessons.
Helium as a science topic was brought to science classrooms
in more than 20 high schools, using friendly videos and a book,
now part of 21 Qatari high schools’ science curriculum.
RasGas hosted a teachers’ workshop in April where helium engineers
provided insights on the subject and responded to questions.
Teachers invited students to undertake research about helium,
bring models, and carry out experiments with a judging panel
formed by science teachers, the SEC and RasGas representatives.
Nearly 100 attendees celebrated the winning projects in an award
ceremony at RasGas in October.
RasGas developed a series of 16 films (eight Arabic and eight English)
highlighting the use of helium (watch our videos at www.rasgas.com/
stg/Media/Helium_Human_benefitting_films.html).
KEY FACTS
16
videos
andone
one book
book
and
abouthelium
Helium
about
300+
projects
21
schools
Schools
3,261
and one
individual
book
3,261 Individual
books
about
in
7
helium
languages
books in 7 languages
2,000+
high school
students
700 members since
700 Members
schoolssince
September
2015
September 2015
More than 2,000
Facebook and 3,000
Twitter followers
In 2015
In 2015
the Maktaba
Maktaba App
was downloaded
wasApp
downloaded
15,000
15,000 times in
times43incountries
43 countries
25
science
teachers
er followers
wers
Twitt
52
AAformal
of
formal part
part of
Qatar science
Qatar’s
science
curriculum
curriculum
2 story times a day
6 days a week
RasGas Sustainability Report 2016
INTERNATIONAL COMMUNITIES
As a global energy supplier, RasGas has developed
long-term relationships with customers around
the world. As part of its CSR programme, it has
also worked with its customers to co-create
community programmes.
The international ‘Energising Education’ initiative
delivers benefits to local communities by enhancing
students’ educational experience. The campaign
proposes to upgrade educational institutions with tools
and equipment that offer students better learning
opportunities. The campaign is an important aspect
of the international CSR programme implemented
by RasGas since 2013. The initiative included
various activities in 2015, such as:
Children’s library inauguration with KOGAS:
In January 2015, the Children’s Toy Library in
Anshim Social Welfare Community Center in Daegu
Metropolitan City, South Korea, was inaugurated by
RasGas and KOGAS. A fun and creative way to engage
children,the toy library, similar to a book library,
provides a toy loan service where children can
borrow from a range of toys designed to support
skills development and imagination.
Korea cultural exchange night:
In March 2015 RasGas participated in cultural
exchange initiatives between Korea and Qatar.
RasGas and LNG Japan donation to Qatar University:
QU College of Education hosted a delegation from LNG
Japan and RasGas in September 2015 to view the
construction progress of the new Training Center for
Early Childhood Teachers’ which is jointly funded by
QU and LNG Japan with the amount of US$5million.
MAKTABA CHILDREN’S
LIBRARY OFFICIALLY
OPENED ITS DOORS
IN DECEMBER 2015.
School support in Taiwan with CPC:
The joint CSR project aims to improve the educational
resources and learning facilities of selected schools in
remote areas of Taiwan. The beneficiaries are children in
six selected primary
schools, and three
junior high schools
in Taichung, totalling
more than 4,000.
RasGas and CPC
partnered with the
Ministry of Education
and Taichung City
government to provide
sport educational
endeavour by
providing sports equipment, performance facilities and
musical instruments to help inspire individual and collective
talent. The project also supported improvements to
learning facilities by upgrading and expanding the library
and computer facilities.
Maktaba 2015
Maktaba Children’s Library, a Qatari non-profit
organisation dedicated to promoting reading among
children, officially opened its doors in December 2015.
The Maktaba library in West Bay provides access to more
than 3,000 books in seven languages to the community
and around the world via the Maktaba Mobile App which
provides free Arabic children’s books and activities.
Maktaba is a community organisation founded and run
by Qatari mothers. It engages the community daily through
its ‘Story time’ programme, school visits, and participation
in conferences, exhibition and public events. As a funding
partner, RasGas has collaborated with Maktaba since 2012,
reaching out to an estimated 40,000 community members
in 2015, positively promoting education and reading
among children in early years and their families.
In 2015, RasGas supported Maktaba with:
>>A financial contribution.
>>In-kind donation of gifts and computers.
>>Support via employees’ expertise.
53
5. H
EALTH
& SAFETY
Given the complexities and challenges of our
industry, RasGas maintains an intense focus on
the safety, health and environmental values that
are deeply embedded throughout our company
culture. We continue to embrace our responsibility
to provide the tools, resources and knowledge
Khalid Al Hemaidi
that will sustain a safe and healthy environment
Chief Safety, Health,
for our employees, customers and contractors,
Environment and
provide security for our assets, and protect
Quality Officer
our environment.
INTRODUCTION
The health and safety challenges in our industry
are significant, but RasGas’ steady focus on
accident prevention, improving operating practices
and health promotion has made the company an
industry leader in safety and health performance.
54
Safety
Safety is one of our core values. We make relentless
effort across all segments of the company to implement
and continuously improve best practices. These are
designed to provide improved safety for our people
and processes, increase levels of clinical and occupational
health, protect the environment, and safeguard the
security of our facilities.
The Safety, Health, Environment and Quality Group
(SHE&Q) is responsible for providing a safe and healthy
work environment for all employees and contractors,
security for people and assets, and rapid response in the
event of emergency. While the SHE&Q group provides
tools and support, the corporate expectation is that
RasGas employees and contractors understand their
individual responsibility for safety and security, and
recognise the importance of their own contribution
to creating a safe and healthy work environment.
Safety performance is measured and tracked using
diagnostic indicators. These combine leading indicators,
which reflect the strength of controls designed to
prevent incidents and encourage good safety behaviour,
and lagging indicators, which monitor and record past,
unintended incidents such as lost-time injuries
RasGas Sustainability Report 2016
TAKING A SYSTEMATIC APPROACH
To manage the intrinsic hazards in the oil and
gas industry, RasGas takes a systematic approach
to preventing events with the potential for
fires, explosions and major spills, whether those
risks arise onshore, offshore, in projects or in
ongoing operations.
What is process safety?
“Process safety deals with the prevention and
control of incidents that have the potential to release
hazardous materials and energy. It is a framework
for managing the integrity of operating systems
and processes by applying good design principles,
engineering, and operating and maintenance practices.
Jack Cranefield
We continue to work to build a process safety culture
Process Safety and
in RasGas, learning from our own and other oil
Risk Manager
and gas industry process safety events”.
Some working environments present particular risks
that need to be managed. Offshore, it is essential to
prevent incidents involving gas and oil releases because
gas releases in the confined spaces of a rig or platform
could result in a fire or explosion and potential impacts to
the marine environment. In projects, statistical evidence
worldwide shows that construction activities are highrisk and tend to have a high frequency of safety incidents.
TRIR
2015
2014
2012
LTIR
2011
2010
2009
2008
2007
2006
2005
2004
2003
2002
2001
2000
1999
94%
75%
2013
02.00
01.80
01.60
01.40
01.20
01.00
00.80
00.60
00.40
00.20
00.00
Personal safety
To reduce and eliminate workplace risk, we seek to
make sure that employees and contractors are properly
protected from daily occupational hazards. Attention to
personal safety includes protecting and, where possible,
enhancing the health of our workforce, protecting
individuals from hazards in the work environment such
as noise or dangerous chemicals, and ensuring that
they are fit to carry out their tasks. New contractors
participate in safety meetings, management walks,
and toolbox talks. We continue to emphasise our
seven basic ‘Golden Rules’, monitor performance and
classify incidents to learn and share safety lessons.
We address behavioural safety by encouraging safety
observations and interventions. Safety observations
are delivered by RasGas employees and contractors in
areas such as operating equipment, the use of personal
protective equipment, workers’ rest times and facilities,
access to facilities, and the risk of fatigue. During 2015,
more than 1 million observations were identified which,
when normalised, equated to an average rate of more
than 8,000 observations per month.
Process safety
RasGas uses a four-tier framework for monitoring,
reporting and learning from process safety indicators.
The framework aims to ensure that the most serious
categories of process safety events – tier 1 and tier 2
incidents – are reported and investigated formally. Tier
1 and tier 2 events involve losses of primary containment.
55
Preventing major accidents
When undesired or unanticipated SHE incidents
occur, RasGas uses a rigorous and systematic
approach to report and investigate them.
The structured guidelines for the reporting and
investigation of incidents are collectively referred
to as the Incident Management System, an element
of the RGEE framework. RasGas believes that understanding and sharing lessons learned from reported
incidents is vital for the prevention of recurrence.
RASGAS BELIEVES THAT
UNDERSTANDING AND
SHARING LESSONS LEARNED
FROM REPORTED INCIDENTS
IS VITAL FOR THE PREVENTION
OF RECURRENCE.
56
The Incident Management System provides structured
guidelines for reporting, investigating, analysing,
and documenting safety, health, environmental, and
regulatory compliance incidents and significant nearmisses. The procedure requires the identification of
root causes and contributing factors, corrective actions
required to prevent recurrence of a similar incident, provide
for a timely investigation, and assurance that appropriate
action is taken and documented. The system ensures
that investigation findings are retained and used as the
basis for periodic insight analysis to determine where
improvements are required to be applied to practices,
standards, procedures, and/or management systems.
RasGas Sustainability Report 2016
The incident management cycle: the cycle starts with an unexpected occurrence and ends in trend analysis. The process is put in a cyclical
format to emphasise that it is a continual improvement process and the procedure is regularly updated to incorporate lessons learned.
5757
RasGas safety case
Safety reviews and audit
RasGas began to develop an offshore safety case as a
pilot project in 2014. In 2015, we began work on the
development of performance standards and verification
for the safety critical barriers identified in our risk
assessment and mitigation plans. This project has
progressed well and is now planned for integration
with the existing RasGas Operations Integrity
Management Systems in 2016. Work on a safety
case covering onshore activities will begin in 2016.
RasGas has the right to audit contractor
performance at any time and we have developed
a programme of regular audits and focused inspections
to ensure compliance.A central part of the effort on
the Barzan project has involved the oversight of
contractors, particularly the prime engineering,
procurementand construction (EPC) contractor and
their various subcontractors involved in construction.
What is a safety case?
Sadiq Azeez
Head of Loss
Prevention and
Risk Engineering
A safety case is a document produced by the
operator of a facility that identifies hazards and
risks, and describes how those risks are controlled
in a systematic way. Its intent is to provide explicit
demonstration that all Major Accident Hazards
(MAH) events are recognised, typically including
major fires, explosions, major toxic gas leaks, ship
collisions, helicopter crashes and other events with
a potential to result in multiple fatalities. The safety
case documents that sufficient barriers are in
place to reduce risks to acceptable levels, and
that systems are in place to ensure these barriers
remain effective for the life of the facility.
Our employees’ knowledge of risk prevention
and mitigation will grow considerably as a result
of their involvement in developing the safety
case. It will help them to understand the
importance of their role in ensuring the
effectiveness of critical barriers.
Health surveillance, mechanical isolation procedures,
fire prevention measures, heat stress prevention
and management and toxic clip and escape hood
implementation and verification. Findings raised are
reviewed and remedial actions assigned to relevant
parties. These remedial actions are then status
tracked to ‘close out’, ensuring full implementation
of actions within agreed timescales.
58
Provisions include set supervisor-to-worker
ratios, which are increased for late and night shifts.
Subcontractor performance is evaluated against key
indicators, and before a subcontractor begins work
on-site, it must pass a Safety, Health, Environment
and Security (SHE&S) readiness review and demonstrate
that its management system meets the requirements
of the main contractor’s safety management system.
Sharing lessons learned is important: during 2015,
hundreds of SHE&S-related communications were
issued, including incident alerts, awareness bulletins,
promotional posters, and examples of good and
bad practice.
Our main contractor hosts monthly SHE&Q
management meetings to review the status of the
programme and to look ahead. They review key
performance indicators, such as exposure hours, the
amount of training provided and percentages of those
trained in behavioural observation and intervention.
Subcontractors present information on their own
performance and the initiatives they have taken to
share best practice. On the Barzan project, audits cover
topics including health surveillance, mechanical isolation
procedures, fire prevention measures, heat stress
prevention and management and toxic clip and escape
hood implementation and verification. Findings raised
are reviewed and remedial actions assigned to relevant
parties. These remedial actions are then status
tracked to ‘close out’, ensuring full implementation
of actions within agreed timescales.
Emergency response
The RasGas emergency response and business continuity
systems, which are both externally certified, seek to
ensure that the organisation establishes an effective
approach to emergency preparedness, response, recovery,
and business continuity. They provide for trained personnel,
well-maintained equipment and facilities that enable us
to respond to and recover from disruptive events.
RasGas Sustainability Report 2016
SAFETY PERFORMANCE
Safety performance is measured and tracked using
a combination of leading indicators, which reflect
the strength of controls designed to prevent
incidents, and lagging indicators, which monitor
and record events that have occurred in the past.
an improvement in the overall injury rate, we regret
that seven workers within our facility suffered losttime injuries. Three of these occurred during a significant
process safety event, and were a stark reminder of why
we work so hard to prevent these types of events from
occurring. Each incident was rigorously investigated to
determine the root cause. Implementation of corrective
actions began immediately, and the lessons learned from
the events were communicated across the company.
Personal safety performance
We had no fatalities in our operations in 2015, with
58.6 million man-hours — or ‘exposure hours’ —
worked. 2015 saw a significant reduction in exposure
hours as construction of the Barzan project entered
its final phases and the workforce was demobilised.
We compare our safety performance globally against
other companies in the upstream oil and gas industry,
participating in benchmarking analysis undertaken
biannually by the International Association of Oil
and Gas Producers (IOGP).
The Total Recordable Injury Rate in 2015 improved by
35% from 2014, from 0.17 to 0.11. Although we saw
RasGas Health and Safety Performance 2007-2015
Indicator
2007
2008
2009
2010
2011
2012
2013
2014
2015
Fatalities (employees)
0
0
0
0
0
0
0
0
0
Tier 1 process safety incidents
-
-
-
2
0
1
0
2
4
Tier 2 process safety incidents
-
-
-
11
2
3
1
7
6
Safety observations per person
38
61
65
43
27
28
88
103
98
Total recordable injuries (entire workforce)
79
78
67
21
11
27
88
96
32
Total recordable injury rate (TRIR): employees*
0.08
0.03
0.09
0.1
0.03
0.03
0.08
0.12
0.13
TRIR: contractors*
0.18
0.12
0.13
0.16
0.09
0.08
0.16
0.17
0.11
TRIR: entire workforce*
0.18
0.11
0.13
0.15
0.07
0.08
0.15
0.17
0.11
Lost-time injuries (LTI): entire workforce
15
7
7
2
2
3
4
5
7
Lost-time injury rate (LTIR):employees*
0
0.03
0
0
0
0.03
0.03
0
0.08
LTIR: contractors*
0.04
0.01
0.01
0.02
0.02
0.01
0.01
0.01
0.02
LTIR: entire workforce*
0.03
0.01
0.01
0.01
0.01
0.01
0.01
0.01
0.02
First aid incident rate*
0.47
0.32
0.87
0.77
0.39
0.51
0.52
0.58
0.39
Number of heat stress incidents
9
6
1
0
1
3
15
9
3
Total recordable occupational illness rate (TROIR)
-
-
-
0
0.01
0.02
0.03
0.02
0.01
Mandatory safety training compliance (%)
-
77
90
92
98
95
97
97
96
Number of industrial hygiene inspections
-
-
24
36
45
42
41
22
45
89.1
136.9
104.2
28.6
29.7
69.9
114.1
115.3
58.6
Hours worked (millions)
*Quoted rates are per 200,000 hours. Lost-time injuries include any injury or illness resulting in one or more days away from work and in 2012 includes the contractor fatality. Total recordable injuries include any
injury requiring medical treatment or resulting in restricted work or any lost-time injury or fatality. First aid incidents are not part of total recordable incidents but are events requiring simple first aid and no further medical treatment.
Occupational illnesses are those that result from exposure to health risks in the workplace resulting in illness that requires medical treatment.
59
In 2015, we had four tier 1 process safety events
and six tier 2 incidents, a slight increase in comparison
to 2014. Three of the incidents were classified as ‘high
potential’ events while the others were limited to releases
of material which had no HSE impact. All incidents
were promptly and safety managed. Formal root cause
analyses were carried out, which concluded that the
majority of the events were related to the conduct of
operations – in areas such as safety systems maintenance,
maintenance planning and communication, hazard
identification and awareness and response to abnormal
conditions. Some events were related to the failure
of piping and components.
surveillance and improved reporting).As the volume
of information gathered from tier 3 and 4 incidents
is significant, we continue to focus our efforts on
identifying high potential events, understanding the
critical information and lessons that will guide future
inspection and maintenance efforts, and help prevent
future incidents.
Our focus areas in 2016 include hazard awareness
and identification and assessing the effectiveness
of prevention and mitigation barriers to eliminate
serious incidents.
One of the tier 1 incidents occurred in the Barzan
feed gas pipeline, which resulted in serious injuries.
It occurred during initial start-up, resulting in extended
lost production. In addition to the tier 1 and 2 losses of
primary containment, we continue to capture and analyse
monthly data on the less serious tier 3 and tier 4 level
incidents. We experienced an increase in the number
of minor leaks (attributed to increased operator
HEALTH
RasGas has a comprehensive programme of
occupational and supporting health initiatives,
delivered by qualified health professionals.​
Occupational health
RasGas responds to workplace health risks by providing
dedicated occupational health support to its employee
and contractors. This includes primary healthcare,
emergency medical services, support services to
offshore medical facilities, worker wellness programmes,
safety-critical task assessments, and community
medical and dental services for employees’ families.
RasGas carries out health risk assessments (HRA)
in line with IPIECA and IOGP industry guidance and
recognised professional practice. The assessments
inform the development of an annual health action plan.
The HRA process aims to identify and evaluate health
hazards in the workplace. It takes into account existing
60
or proposed control measures and, where appropriate,
identifies the need for further measures to control
exposure to health risks. It involves identifying the
hazards associated with process units and plant areas
(such as exposure to noise or toxic substances such as
benzene), characterising those hazards, and assessing
the potential exposure to them faced by workers. This
analysis is captured in a health risk rating. Controls to
manage the risks, including training, are then reviewed.
RasGas has an extensive programme of workplace
health assessment and monitoring and relies on a data
bank on workforce health stretching back more than
ten years. This enables us to analyse occupational health
data in many ways such as by age, gender, ethnicity,
work department, work location, and length of service.
This breadth of data helps us manage risk in our dayto-day operations and provides medical information
for long-term trend analysis, which we use to develop
relevant health promotion initiatives.
RasGas Sustainability Report 2016
Occupational health at RasGas: 2015 key facts and programmes
>>
We completed 140 pre-employment assessments and highlighted that 2% of those assessed were unfit for work.
>>
Our periodic medical screening programme uses age as a risk factor and determines the frequency of assessments:
>>
Aged under 40 years: every five years.
>>
Aged 41–49: every three years.
>>
Aged 50–54: every two years.
>>
Aged above 55: annually.
>>
We screened 2,112 safety critical workers, of whom less than 1% were deemed unfit for their work.
Where an individual is deemed unfit for work, we work with them to ensure they can be made fit for the role.
>>
The fatigue management standard we introduced in 2014 was implemented and monitored in 2015.
>>
More than 1,000 annual audiometric tests were completed, as noise can be a hazard onshore and offshore.
>>
We carried out approximately 1,090 spirometry assessments among workers to identify potential lung conditions.
>>
Health promotion initiatives included smoking cessation clinics, fitness, blood pressure monitoring, obesity awareness,
and weekly safety walks and health tips.
>>
2015 summer was the hottest RasGas has recorded – however our heat stress cases declined 80% in the period 2013-2015.
>>
Heat stress incidents declined in 2015 – we provide guidance in several languages, and use multiple channels of communication.
>>
We ran three blood donation initiatives in 2015 with Hamad Medical Corporation.
>>
We have well-established procedures and audits to govern food and water safety.
>>
Our workforce absence rate, measuring sick days per person per year, declined to 1.42 in 2015, from 2.75 in 2014.
Total screened = 137
Sickness absence rate
2010
2011
2012
2013
2014
2015
Days per person per year
3.7
3.43
3.27
3.52
2.75
1.42
61
Summary of health outcomes
Community health
m
RasGas fully supports the goals of the Qatar
National Vision 2030 to improve the health and
wellbeing of Qatar’s citizens. RasGas sees its role
as not only ensuring the health and wellbeing
of its workforce, but also of making a positive
contribution to community health.
The Al Khor Community
Medical Centre 2015 facts
>>
>>
Provides for 16,000 people including
employees and their dependents.
Services accredited by Joint
Commission International (JCI),
one of the largest healthcare
accreditors in the United States.
>>
Multicultural staff provide
in-house translation.
>>
Annual patient satisfaction surveys.
Services
62
>>
More than 60 nationalities
and ethnic backgrounds.
>>
>>
>>
Monitor communicable diseases and
chronic health conditions such as
asthma, diabetes and epilepsy and
maintain a register.
>>
More than 10,000 children’s
vaccinations.
>>
Specialised services increased in
2015: Well Women clinic provides
breast cancer screening and cervical
smear testing.
>>
Our most significant contribution to community health
is the Al Khor Community Medical Centre (AKCMC)
which looks after the health needs of more than 16,000
people including employees and their dependents.
Through the centre, we aim to provide internationally
accredited, cost-effective and high-quality medical
and dental services. Over the years, we have treated
thousands of people and built an extensive record of
the state of the local community’s health and wellbeing.
Health promotion among school
children including anti-smoking, dental
care, and healthy eating initiatives.
Innovative technology: a retinal fundus
camera helps in the early detection
of complications affecting vision
as a result of diabetes.
>>
Continuation of the ‘Biggest Winner’
competition in Al Khor, which
promotes health through weight
loss and lifestyle management.
>>
As part of the ‘Biggest Winner’, the
RasGas medical department weighs
and examines all patients. Experts
also give health promotion talks to
participants on diet, lifestyle, exercise
and the benefits of weight loss.
>>
A well adult clinic to reinforce
lifestyle changes.
>>
Support annual World Health
Day, and a Family ay open to all
community residents.
>>
Work with Hamad Medical Corporation
blood bank, enabling blood donation
and the dissemination of information
on topics such as child health,
immunisation, cancer screening
and dental health.
Ambulatory monitoring system
for hypertension which enables
24-hour blood pressure monitoring.
User population
>>
Adult health promotion
Total user population in 2015 reached
12,383, a 53% increase from 2006.
>>
User population growth rate was 14%
in 2015 compared with 2014.
>>
56,751 patient visits in 2015.
>>
High proportion of children: 46%
are children under the age of 19.
>>
An increase of 161% patients increase
since 2006.
>>
Major medical conditions present
within the user population include
asthma, diabetes, hypothyroid
and hypertension.
RasGas Sustainability Report 2016
Demographic Summary 2015
Annual Attendance 2013 - 2015
Sickness absence rate
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Total community population
8,112
8,856
9,790
11,567
9,115
9,548
11,212 11,046 11,108 12,383
Number of patient visits
21,726 26,062 25,670 30,603 40,278 49,672 43,453 43,492 49,711 56,761
6363
6. ENVIRONMENT
INTRODUCTION
The RasGas long-standing heritage of commitment
to excellence, innovation and leadership, sees
further improving environmental performance
as a key indicator.
Fahad Al Khater
Chief Operations
Officer
64
RasGas takes a rigorous approach to protecting our
environment. Through the life cycle of our operations,
we are required to minimise the environmental
impact of our activities. This is an integral part of
how we conduct our daily activities, and we have
comprehensive systems in place to ensure we are
environmentally responsible corporate citizens.
As an energy supplier RasGas continues to take
action to deliver the reliable, affordable and
cleaner energy the world needs in an efficient
manner, aiming to further reduce its impact
on the environment. RasGas perceives its
responsibility for the preservation of the
environment and the conservation of natural
resources as a core commitment.
RasGas’ environmental management system clearly
outlines the protection of the environment as a key
pillar of sustainable development. The system is
underpinned by the principle of continuous improvement
and incorporates measures to increase the energy
efficiency of our operations through different initiatives.
RasGas Sustainability Report 2016
Applying the precautionary principle
Our approach to risk management involves
identifying a wide range of possible risks
and scenarios, including known risks and
emerging issues where the likelihood
and impact of a risk are uncertain.
In our environmental management,
we seek to act responsibly by undertaking
impact assessments which identify
potential impacts and enable us to take
measures to prevent environmental harm.
Targets and plans
We set annual targets and objectives
to improve environmental performance,
captured within SHE scorecards. Targets
vary from year to year, but typically include
measures relating to greenhouse gas
emissions, flaring, and non-greenhouse
gas emissions to air, energy use, recycling,
water management, and preventing losses
of containment. Where significant
investment and long-term action is
required, we set five-year plans.
A life cycle approach
We take steps to manage environmental
impacts across the life cycle of our
business – from production processes
offshore through to the shipping
operations that deliver our products to
customers. RasGas maintains a detailed
decommission-ing and abandonment
procedure which addresses all on-shore
and offshore facilities considered for
long-term shutdown, decommissioning
or abandonment.
Environmental management
We maintain a comprehensive
Environmental Management System (EMS)
as part of our corporate RGEE management
system. Responsibilities for environmental
issues are clearly defined. The system is
certified by an independent accreditation
body to the international specification and
standard for environmental management
ISO 14001:2004. Accreditation involves
regular audits and periodic re-certification.
Clear responsibilities
The EMS has a system owner and
administrator who share responsibility
for ensuring the health of the system.
Responsibilities for implementation
are allocated across the organisation,
including operations. Group and
department managers have clearly
defined responsibilities and support their
teams in managing environmental risks.
Environmental aspects
A core component of the EMS is the
requirement to evaluate and address
the environmental aspects and impacts
of our operations. The process involves
initial and ongoing identification, risk
assessment and mitigation of adverse
aspects, and enhancement of positive
environmental aspects, both in relation
to existing operations and new projects
or modifications and upgrades.
The process supplements but does
not replace the environmental impact
assessment undertaken for new
projects in accordance with Qatari law.
Climate change
Climate change is an international
challenge. Our greenhouse gas strategy
sets the context for our action. To achieve
its goals, we need to reduce emissions and
use the human and technical resources at
our disposal. Our approach is underpinned
by a philosophy of continuous improvement.
Being energy efficient in our own operations
is an important part of our approach.
Supply chain
Contractors and suppliers are contractually
required to meet our SHE standards, as a
minimum, and in many cases depending
on the scope of work or supply, must
demonstrate an EMS equivalent to that
of RasGas. In addition to standard SHE
requirements, individual contracts establish
specific environment-related requirements
and deliverables, as appropriate. We work
with partners and contractors to make sure
that projects take account of environmental
aspects, and emphasise shared learning
wherever possible. We train suppliers on
our management systems and offer
guidance in areas such as SHE and business
conduct in addition to environmental
stewardship. Our goal is to minimise
environmental impact across the
entire value chain.
Training
As part of the RGEE management system
and the EMS in particular, we ensure
appropriate training is delivered across
the organisation. Environmental training
is delivered to the workforce at all levels
in accordance with individual roles and
responsibilities. Training includes high
level induction (for visitors, for example),
detailed training and awareness for all s
taff with a role in EMS implementation
or other environmental expectations
(such as management training), through
to detailed job-specific training for those
who play a more integral role in system
delivery (such as asset coordinators and
environmental technicians). We regularly
communicate with our employees about
environmental topics including awarenessraising sessions and celebration of events
such as World Environment.
6565
ENERGY USE
The oil and gas industry is energy-intensive.
Qatar’s oil and gas sector generates approximately
half of the country’s total GHG emissions from
energy and industry, and so has a central role to
play in using energy efficiently.
preserving the environment and limiting its natural
resources use, it is in our commercial interest as a
LNG producer to minimise losses of gas and to keep
processes such as flaring to a minimum. Avoiding losses
contributes to the achievement of two fundamental
corporate goals: optimising our efficiency by saving
costs, and maximising the amount of product available
for sale, and generating environmental benefit.
The Qatar National Vision 2030 and the National
Development Strategy 2011–16 set out frameworks
for the responsible and strategic use of hydrocarbon
resources for the benefit of the current generation
and those that follow. To support energy efficiency
and conservation, Qatar is seeking to strengthen
technical and institutional capacity and raise public
awareness of climate change and the need for
energy efficiency.
RasGas recognises that customer use of its energy
products results in emissions. Demand for LNG is
projected to grow in the decades ahead, representing
more than half the growth in traded gas. This projected
increase in demand relates to LNG’s practical benefits
and environmental advantages relative to other fuels.
While all fossil fuels have a carbon footprint, LNG is
cleaner burning, with lower carbon emissions per unit
of heat generated than coal or oil. It also produces
significantly lower levels of localised pollutants such
as sulphur dioxide and other airborne particulates.
RasGas, as a consumer and producer of energy,
is taking constant action to use energy more
efficiently in its own operations. In addition to adhering
to the prudent practices of a responsible operator in
Energy use (GJ)
2010
2011
2012
2013
2014
2015
Total community population
261,126,158
276,310,986
279,933,877
271,444,770
252,267,330
269,885,771
Number of patients visits
258,118,021
273,105,332
276,217,759
269,385,153
249,736,399
267,675,658
Indirect
3,008,137
3,205,654
3,716,118
2,059,617
2,530,931
2,210,113
12
12
30
30
30
42
Renewable energy generated*
* values are approximate or rounded.
GREENHOUSE GAS EMISSIONS
RasGas GHG emissions totalled 18 million tonnes of carbon dioxide (CO2) equivalent in 2015, compared with
17.8 million tonnes in 2014.
Comparing our 2015 GHG emissions as a percentage of the total weight of gas ‘intake’ with our 2014 performance,
RasGas improved slightly by 1 per cent. This reduction was mainly due to our flare minimisation efforts.
66
RasGas Sustainability Report 2016
GREENHOUSE GAS EMISSIONS
Implementing our GHG strategy
We continue to take action to minimise the carbon
emissions from our operations in line with the RasGas
greenhouse gas management strategy and policy
that was approved in 2012. The strategy and policy
provide a platform to consider mitigation opportunities
along the supply chain and for tackling current and
future GHG challenges. Together, they enable us to
build on the steps we are already taking to minimise our
own GHG emissions, defining roles, responsibilities and
timeframes.
In 2015, we took action in line with each element of our
GHG strategy. We completed the first stage of external
greenhouse gas verification of the 2015 data with Qatar
Petroleum and an independent auditor.We achieved
further reductions in flaring and assessed new
opportunities to mitigate and reduce emissions through
carbon capture and storage and increased energy
efficiency. We continued to participate in industry
benchmarking and external reporting, so that our
performance remains transparent.
Greenhouse gas emissions (million tonnes)
2007
2008
2009
2010
2011
2012
2013
2014
2015
Total greenhouse gas emissions of CO2 equivalent
9.4
9.3
8.9
16.8
18.8
18.7
17.9
17.8
18.0
Total direct greenhouse gas emissions
9.0
9.2
8.6
15.9
18.4
18.3
17.7
17.5
17.7
0.3
0.1
0.3
0.4
0.4
0.4
0.2
0.3
0.3
CO2 from flaring
1.4
1.5
1.1
1.4
1.7
1.4
1.1
1.01
0.93
CO2 removal from feed and vented
0.7
0.8
0.8
2.1
2.4
2.5
2.5
2.5
2.5
CO2 from combustion
6.6
6.6
6.4
12.4
13.8
13.9
13.6
13.6
13.9
Total CO2
8.7
8.8
8.3
15.9
17.9
17.8
17.2
17.1
17.3
Methane (CH4)
0.01
0.01
0.008
0.01
0.01
0.009
0.008
0.007
0.007
Nitrous oxide (N2O) (tonnes)
435
449
432
860
945
931
898
883
883
0.286
0.269
0.248
0.28
0.287
0.281
0.271
0.266
0.264
Indirect greenhouse gas emissions
(from purchased electricity)
Greenhouse gas intensities
Tonnes GHG per tonne hydrocarbon
67
Reducing flaring
RasGas is continuing to implement measures within its
current five-year flare minimisation programme, which
is expected to be completed in 2016. The plan aimed to
reduce flaring emissions from a baseline of 1.26 per cent
(volume of flared gas per unit of gas intake) in 2011 to
0.43 per cent in 2016. RasGas’ approach is to employ
industry best practices and innovative efforts which
include but are not limited to improving facility designs,
enhancing operating procedures, and using waste gas
for power generation.
The original plan targets emissions of 0.43% by the end
of 2016. However, we have revised the 2016 flare target
to 0.56% as a result of a number of factors such as less
actual emission recovery from the Jetty Boil-Off Gas
Recovery Project (JBOG) when compared with designs,
68
a change in the reporting basis, and new planned shutdown
for tankage boil-off gas. In 2015, flaring emissions (0.55%)
were 28 per cent lower than in 2014 (0.76%). Reductions
derived from good plant reliability, shutdown and startup management improvements, completion of a start-up
flare reduction project. Offplot flare purge gas reduction,
improved boil off gas control system, LNG temperature
adjustment, and passing valves monitoring and repair.
We are already in the planning phase for the post-2016
flare reduction programme. We have undertaken and
are planning studies which will examine other means of
reducing flaring in future. These include optimising final
cool-down procedures, defrost gas minimisation, flare
measurement enhancement, installing prediction tools
to monitor flare valves, improving operational procedures
and standardising operations best practice, and recycling
excess fuel gas to other trains.
RasGas Sustainability Report 2016
1.11 MMT of C02 of injected in 2015 corresponds to emissions from
approx. 240,000 cars running for a year
Acid gas capture and injection
RasGas continues to operate an acid gas injection facility
that stores CO2 and hydrogen sulphide (H2S) and thereby
reduces emissions of CO2 and sulphur dioxide (SO2)
from production processes. Approximately 1 million
tonnes per year of CO2 are re-injected into a saline
aquifer in an onshore reservoir formation.
Together with Qatar Petroleum, RasGas is studying the
possibility of enlarging the current scope of this activity.
After completing engineering assessments, construction
activities are underway for a project to diert the acid
gases to existing sulphur recovery units to process the
H2S and to convert the current AGI facility to a CO2
capture and injection facility. Further consideration is
being given to exporting the CO2 to QP’s facilities in
Dukhan for enhanced oil recovery and thus supporting
their efforts to reduce GHG emissions.
Energy efficient operations
RasGas’ EMS incorporates measures to promote energy
efficiency and we fully support energy efficiency
initiatives from concept design to operation. RasGas
generates its own power using fuel gas-driven turbine
generators located at the Ras Laffan plant and sources a
small proportion (less than 2 per cent) of its energy as
imported electricity from the national grid. Most of the
energy used on the plant is for compression for cooling
of gases and transportation, as well as separation of the
intake gas received from offshore operations to produce
the RasGas range of products.​
Each gas turbine generator in Trains 6 and 7 is equipped
with a heat recovery steam generator, which uses
recovered heat from the turbine flue gas. They are also
designed with an inlet bleed heating system for better
emission control and energy efficiency. Trains 6 and 7
also have four hydraulic turbine generators in a mixed
refrigerant cooling system and LNG N2 rejection unit.
A range of energy efficiency initiatives were carried
out in 2015. These included various measures to
conserve steam and prevent its escape, increasing
the efficiency of gas generators, and reducing excess
gas flaring.
With the support of RasGas, Qatar Petroleum has
established a new monitoring tool to assess RasGas’
energy efficiency performance. The tool collects and
analyses the energy efficiency of RasGas operations
and compares performance against design and best
practice to identify potential savings. The tool will
help RasGas to identify potential opportunities
for improvement.
From April 20th to May 25th 2015, steam dumping
was minimised by reducing steam extraction from
steam turbines in Trains 6 and 7. Benchmarked against
2014 for the same period, the potential saving is
15 T/Hr. of steam. We track energy use against a range
of performance measures, and compare our performance
against industry peers, using an industry benchmark
based on the intake of gas. If RasGas uses less of this
intake gas as fuel, then more gas is available as product.
69
NON-GREENHOUSE GAS EMISSIONS
Air emissions from oil and gas industry operations may
contribute to local or regional environmental impacts such
as haze, and can affect human health, flora and fauna.
These emissions include pollutants such as nitrogen
oxides (NOx) and sulphur dioxide (SO2) emitted during
combustion. Volatile organic compounds (VOCs) are
also emitted, which are organic compounds (excluding
methane) that vaporise in the atmosphere and may
participate in the formation of ground-level ozone.
We have established an emissions reduction steering
committee involving senior management which looks
at all emissions, including GHG, to identify and
co-ordinate opportunities for emission reduction.
Non-greenhouse gas
air emissions (tonnes)
2007
2008
2009
2010
2011
2012
2013
2014
2015
NOx
17,796
12,085
9,514
11,810
11,779
11,351
9,557
7,289
7,402
SOx
14,342
9,424
12,181
44,633
18,243
11,270
6,256
5,883
8,599
VOCs
5,549
5,670
5,923*
11,109
1,201
1,048
915
887
923
* In 2009, reporting included C2 which was previously excluded.For NOx: Our absolute total emissions increased by 1.5% but we actually improved by 1% in terms of
NOx intensity (as a percentage of weight of intake). The increase was due to higher operational availability of most of the sources in 2015 compared to 2014.
For SOx: There was an increase in the number of acid/sour gas flaring events in 2015 compared to 2014.
For VOC: There was an increase of 4% in absolute value due to flaring from streams with higher VOC content.
Emissions monitoring
Oxides of nitrogen emissions
RasGas monitors emission sources with rated capacity
greater than 25 MW at least twice every quarter and
reports performance on a quarterly basis to the Ministry
of Municipality and Environment (MME). In 2015,
emission sources less than 25 MW have been monitored
on a monthly basis as part of the new conditions in
the latest Consent to Operate (CTO) from the MME.
As a result of national concerns about air quality,
RasGas, in cooperation with the Ministry of
Municipality and Environment (MME), developed a
retrofit programme to introduce low NOx technology
to its turbines and boilers built before 2005. Since
2007, RasGas has been implementing the US$275
million programme to ensure that all existing and
applicable combustion units will meet and exceed
regulatory requirements..
We have installed continuous emissions monitoring
system (CEMS) for the emission sources in Trains
6 and 7, and AKG-2, and are now upgrading those
installed in Trains 1–5 and AKG-1. The upgrade
programme is progressing on schedule, and is
expected to be completed by mid-2016.
70
We believe the retrofit programme was the first
of its kind in the region. Our NOx emissions have
decreased substantially since it began and we are
continuing to carry out retrofits on remaining
equipment until the project is complete. Only two
compressor turbines are left for the NOx retrofit
which will be completed in mid-2016.
RasGas Sustainability Report 2016
RasGas has other programmes in place to minimise
the release of NOx emissions to the atmosphere which
include optimising the flue gas recirculation systems
that are installed in all steam-generating units.
Oxides of sulphur emissions
Emissions of oxides of sulphur (known as SOx, but
primarily sulphur dioxide – SO2) result primarily from
the combustion of sulphur in hydrocarbons. In 2015,
emissions from oxides of sulphur (SOx) from RasGas
operations increased by about 43 per cent from
2014 due to several unplanned events that led
to flaring of acid and sour gases.
Preventing emissions of Volatile
Organic Compounds
Volatile Organic Compounds (VOCs) contribute to
low-level ozone formation, which can damage the
health of humans, animals, trees and plants. In a gas
processing plant, every valve and every connection
between components, no matter how precisely
engineered, is also a potential source of what are known
as fugitive emissions, or leaks, of VOCs. While single
minor leaks might not seem material, a facility such
as the RasGas site will have tens of thousands, even
hundreds of thousands, of potential leak sources.
With the plant operating 24 hours a day, seven
days a week, the size of the risk is clear.
RasGas has implemented a plant-wide leak detection
and repair (LDAR) programme since 2007 that uses
state of the art hand-held infrared cameras for VOC
leak identification. The camera technology, which
is being used increasingly across the site, delivers
real-time thermal images of gas leaks, which would
otherwise be invisible. These are seen through the
camera as black or white ‘smoke’ images. RasGas has
identified, tagged and monitored more than 22,000
LDAR components covering Trains 1–7 and AKG-1
and 2. The programme enables effective monitoring
and drives operational efficiency by highlighting
components in need of repair, which reduces
product loss and improves process safety.
RasGas VOC emissions intensity increased by
approximately 2 per cent in 2015, when compared
with 2014. We remain one of the pacesetting
organisations in the industry benchmark on this
indicator. More than half of the emissions resulted
from combustion sources, which remained stable
in 2015. Emissions from flaring increased as a result
of increased flaring from units containing heavier
hydrocarbons. Fugitive emissions, however,
decreased as a result of leak detection and repair.
71
WATER MANAGEMENT
Water management is an increasingly important
issue in the oil and gas industry, and in particular
the use of fresh water in operations. This is
especially sensitive in countries like Qatar where
freshwater resources are scarce and the cost
of producing fresh water and the impact on the
environment is significant. We have continued
to look at how we could put wastewater to
better use within the plant, with a view to
achieving zero onshore discharge. We managed
to reduce the volumes discharged throughout
the plant by a further 8.3% during 2015,
through better controls and treatment.​
system. RasGas makes use of two systems,
namely the RLC common sea water cooling
system for trains 6 and 7 and the RasGas sea
water cooling system for trains 1 to 5. The two
systems operate independently of each other
and the streams are returned to the sea via
separate seawater discharge channels.
Wastewater treatment
RasGas manages three distinct process
water streams from within the plant:
chemical water, oily water and sewage water.
>>
Chemical water is managed in a dedicated
treatment unit within the utilities department.
This unit is required to adjust the pH of the
chemical water to within allowable limits and
is then followed by filtration.
>>
Oily water under goes a two-part process;
firstly, separation in which the oil is removed
from within the water by aeration. This is
followed by treatment in a specialised oil
skimmer package to remove any remaining oil.
>>
Sewage water passes through the water
treatment plant where the water undergoes
chemical treatment and physical separation.
Water use
RasGas uses water obtained by desalination
in a number of processes within the plant, particularly
steam generation, and for domestic use. Our total
water consumption for 2015 has reduced by 9.4
percent. The total volume of potable water purchased
for domestic use from Ras Laffan Industrial City
compared to last year has reduced by 80 percent.
RasGas’ primary process water source is sea water,
which is used for cooling process equipment by
means of a once-through cooling water
Sungau Buda
Environmental
Advisor
72
Wastewater management within RasGas has been a
real journey for me, which has taken me throughout
the various assets, Train 1 through to Train 7, AKG1
and 2. With the assistance of the various teams we
have developed detailed roadmaps for shutdown
activities as well as routine discharge activities.
This tight collaboration has enabled RasGas to
better understand wastewater within the plant
as a whole. As a team we have been able to reduce
the volume of treated wastewater by 40%, and
further reduce the volume of desalinated water
we buy for use within the plant by 80%. If this
was music, three years ago I can say we have
started as a single drum, while now we have
a superb orchestra playing great music all
day, every day.
These streams, once treated, are re-used
to irrigate a green area within the RasGas site,
which is in excess of three per cent of the
total plant footprint. We also irrigate an
additional green belt outside the plant area
of approximately 500 000m2 which contains
only native vegetation and is encouraging
wildlife back to the area.
Water discharge
RasGas does not discharge any of its process water to
the sea. We are fully compliant with the Ministry of the
Environment’s requirements. This is possible because
the process water produced is treated within the plant
by utilities to irrigation quality standards as set by the
state of Qatar, and these treated wastewater stream are
then used for the day to day irrigation of the green areas
developed within the RasGas plant and assigned areas.
RasGas Sustainability Report 2016
Water discharges
(million m3/year)
2007
2008
2009
2010
2011
2012
2013
2014
2015
Once-through cooling water to sea
1,474
1,466
2,123
2,849
2,908
2,935
2,880
2,893
2,850
To injection wells
-
-
0.40
0.67
0.77
0.89
1.04
1.56
1.22
Recycled / reused
0.31
0.36
0.34
0.47
0.59
0.38
0.40
0.48
0.44
RasGas Sustainability Report 2016
73
5,049 tonnes of waste recycled in 2015,
equivalent to over 250 garbage truck loads per
year, or 1 full truck every single working day
322 tonnes of oil recycled in 2015, equivalent
to an oil change for 460,000 saloon cars
Waste recycling percentage
WASTE MANAGEMENT
RasGas’ launched a corporate waste management
programme in 2009 which provides a cradle-tograve framework for waste minimisation, collection,
treatment, storage, reuse, recycling and as a last
resort disposal to landfill.
Large volumes of waste – including catalyst waste, spent
molecular sieves and process sludge, which represent the
most significant waste streams - must be dealt with on a
day to day basis. During shutdowns waste is segregated
into as many as 23 waste streams for further treatment
and recycling.
identification, segregation, collection and containment
in a structured manner. A waste information system
enables waste supervisors to log quantities of waste
generated at each collection point in real-time and
alert management of any non-compliance and if action
is necessary.
We collect and dispose of electronic waste (e-waste)
and glass collected on site. These streams are sent outside
Qatar to countries where suitable facilities are available
for recycling.
The RasGas facility has 49 waste collection points which
enable field staff to carry out waste
74
RasGas Sustainability Report 2016
Waste volumes and disposal
methods (tonnes)
2007
2008
2009
2010
2011
2012
2013
2014
2015
35
62
72
125
87
106
221
213
92
Landfill
1,065
896
918
620
451
512
777
1,031
1,089
Recycling
2,965
2,872
3,382
2,443
2,383
2,270
5,737
8,767
5,410
Storage
741
817
848
1,671
2,623
3,869
3,229
7,330
8,361
Total amount managed
4,805
4,647
5,520
4,859
5,544
6,757
9,964
17,340
14,863
62
62
65
50
43
34
58
51
34
Incineration
Percentage of total waste recycled
Waste volumes and disposal
Barzan project waste management
Our volumes of total waste disposed per
million tonnes of total intake is 103 which
is lower the industry average*, whilst total
waste generation decreased by 17%.
We manage waste on the Barzan project by adopting a
centralised approach which ensures waste is tracked and
which aligns with the waste management principles of
reduce, reuse and recycle. All waste passes through an
interim waste management facility, where it is segregated
and the relevant principle applied. The recycling rate on
the project is 80 per cent of waste generated. A fulltime carpentry team is assigned to the facility: its duties
include re-purposing or recycling wood to make useful
items such as rest shelters, fencing panels, bookshelves
and benches. RasGas recycling rates are based on
collection of waste data for monthly and quarterly
reports submitted to Ras Laffan City and the Ministry
of the Environment (MoE).
Our volume of recycled material decreased
in 2015. This was a result of lower amounts of
molecular sieve and sludge waste being treated
in the centrifuge and the thermal desportion unit
(TDU) which enables re-use of the constituent
elements of the various streams – oil, water, and
solid. Following processing in the centrifuge, the
remainder, which is less than 15 per cent of the
total by volume is treated in the TDU to a nonhazardous state.
Almost 41 per cent of the molecular sieve waste
generated in 2015 was treated in the same year,
the remaining volumes which contained particularly
high organic content remained in storage. The
treatment of almost of all of this waste occurred
within the first quarter of the year, and represented
a major step forward, while remaining compliant
with regulatory requirements. Pertaining to waste
generated in the current year only, the waste
recycling rate was about 50 per cent in 2015,
compared with 51 per cent in 2014. We aim
to maintain a higher level of performance in future.
*Current year basis
Chemical and hazardous materials are strictly
controlled, with the design of storage facilities
reviewed and approved by the Ras Laffan Industrial
City fire department to ensure they meet safety
requirements. Facilities are regularly inspected and
chemical and hazardous material permits are issued.
Requirements monitored include ventilation, air
temperature, spill containment, spill response, fire
detection and protection facilities, availability of
Material Safety Data Sheets at storage areas,
availability of training records and eye-wash facilities.
Management and site personnel have continued
to participate in beach clean-up drives to contribute
to environmental awareness and to protect Qatar’s
natural shore line.
75
Spills
The production and transport of oil and gas poses
a risk of accidental spills or losses that could
harm the environment. Spills of chemicals or
discharge of contaminated water can also occur.
RasGas has developed and adheres to detailed oil spill
prevention and control procedures for both onshore and
offshore, including a tiered system for spill response and
arrangements for external assistance for spill response
through Qatar Petroleum (QP), Regional Clean Sea
Organisation (RECSO) and the Marine Mutual Aid Center.
BIODIVERSITY PROTECTION
The Qatar National Vision 2030 (QNV 2030)
recognises the need to preserve and protect
biological diversity as part of balancing
development with environmental protection.
Qatar’s energy reserves mostly lie in the shallow
waters near the coastline. Although some of our
operations are approximately 90 kilometres offshore,
the RasGas Environmental Management System
includes biodiversity aspects and impacts, along with
adequate mitigation and monitoring measures. These
include protecting habitats and biodiversity when
developing new facilities such as the Barzan Gas
project and the Flow Assurance Project (FAP).
We have developed and
implemented a coastal
protection and restoration
Plan (CPRP)
We have developed and implemented a coastal
protection and restoration Plan (CPRP) for the
Barzan and FAP nearshore and offshore area.
This is a guide to minimise environmental impact
during the offshore works including activities
in the coastal and nearshore environment.
The plan describes the coastal and nearshore
sub-tidal habitats potentially affected by the
project and the environmental mitigation
requirements needed to avoid or minimise
impacts along the pipeline corridor.
The plan has a functional ecological value
protecting the coastal habitats, outlining the
State of Qatar requirements and the Barzan
Environmental Impact Assessment mitigation
and monitoring measures.
2,793
hard coral colonies
protected & relocated
76
RasGas Sustainability Report 2016
Biodiversity protection initiatives
Among the initiatives we have taken to protect
marine life during offshore pipeline construction
for the Barzan Gas Project is the relocation of
1,693 coral colonies from the pipeline corridor
that links the offshore platforms to onshore
gas processing facilities.
Coral colonies are common in the Arabian Gulf,
where reefs protect Qatar’s shoreline from the force
of powerful waves. They are also an invaluable habitat
for both juvenile and mature fish populations, and a
sheltered environment where varied marine life can
feed, breed and prosper. Experts believe that coral
reefs have the highest biodiversity of any ecosystem
on the planet–even more than a tropical rainforest.
The coral relocation project includes a five-year
monitoring programme for every clutch of relocated
corals. We monitor the presence of other epibiota
(such as, macroalgal cover), other fauna such as
bivalves (oysters), tunicates (sea tulips), sponges
and sea urchins. This includes assessment of how
successfully the coral has reattached to the new
augmented substrate of limestone boulders and
majfara (artificial ridge module made of natural
aggregates that mimics reef structures in Gulf
waters), and a health assessment of the coral colony.
Continuing monitoring provides critical information
on the viability of this approach for future coral
reattachment programmes. In addition, the report
provides crucial information about the coral
reattachment habitat with regard to reef fish
assemblage data and oceanographic conditions
(including temperature, salinity, pH, turbidity and
dissolved oxygen). We have published information
locally and internationally on the success of the
Barzan coral relocation programme.
We report on the health of the corals every six months,
monitoring their growth, the presence of coral recruits,
health, and other parameters. The report, prepared by
an independent qualified consultant, is also reviewed by
an expert on Gulf corals for quality assurance. Following
our review, it is submitted to the Ministry of the
Environment, whilst information is disclosed both
locally and internationally.
This initiative resulted in the relocation of 2,793
hard coral colonies. We are considering, with the MoE,
future possibilities for environmental enhancements.
These include the development of a coral nursery,
which would move juvenile corals or corals at risk to
a location where they have a better chance of survival.
As part of our commitment to biodiversity protection,
sand fences have been installed in the nearshore areas
that had been affected by trenching and backfilling
works. This is essential to preserve the dunes, which
are an important habitat for turtle nesting in the Ras
Laffan area.
Managing our impact on local communities
RasGas has a number of initiatives to minimise our
environmental footprint for both near-field (in plant
and in Ras Laffan Industrial City) and far-field such as
local northern communities in Al-Dakhira and Al-Khor.
RasGas is also in the process of installing real-time
fence line environmental monitoring to improve
prognostic and diagnostic analysis capabilities to
ensure that adequate mitigation measures can be
implemented in the eventuality of an environmental
incident. Our offshore operations have no direct
impact on the local northern communities.
We carry out initiatives with external stakeholders
to increase their awareness of environmental matters.
For example, we participate in industry groups such
as the Ras Laffan Environment Society where we are
represented on both the operational committee
and the Board of Directors. We engage with local
communities through the Ras Laffan Community
Outreach Programme (RLIC-COP), whose offices are
located in Al-Khor. We regularly host environmental
awareness knowledge workshops at schools in both
the local northern communities and further afield
in Doha.
For example, we have recently supported projects
on recycling and waste management.
RasGas has protected marine life during the offshore
pipeline construction for both the Barzan Gas Project
and the FAP (Flow Assurance Project).
77
2013:
2011:
2010:
Contributing
to energy
sustainability
2009:
The first Qatari
energy company
to issue a
sustainability
report.
Adoption of IPIECA
and GRI reporting
guidance.
Delivering a
lower-carbon
future
Self-assessed level
A reporting against
GRI indicators,
including sector
supplement.
2012:
Caring for our
resources
Report made
available in English
and Arabic.
Web based report
launched alongside
Complete reporting the print version.
against IPIECA
indicators.
Embracing our
responsibilities
Independent
external assurance.
2015:
2014:
Putting
people first
High level
summary
report published.
More formal
materiality process. Use of new
G4 reporting
Inclusion of fiveguidelines.
year sustainability
plan.
Extended content
on the RasGas
website.
Fit for the
future
Extended the
quality of indicators
responses.
Full online report.
More detailed
five year
sustainability plan.
OUR APPROACH TO REPORTING
For RasGas, sustainability reporting represents
a valuable tool in building relationships with
stakeholders and in helping to drive better
business performance.
Our approach to identifying stakeholders and our
methods of engagement are described in the
‘About RasGas’ section of this report.
>>
Issues raised in internal discussions among
management and employees about the most
important developments in the course of the
reporting period. This includes internal business
developments and priorities, as well as issues
arising from RasGas’ day-to-day interaction
with external stakeholders.
>>
GRI G4 guidance, which sets out potentially
material ‘aspects’ and indicators to report
against as well as guidance on how to identify,
prioritise and validate relevant topics.
>>
Updated IPIECA guidance (dated September
2015) on issue categories that have been
agreed to be most relevant to the oil and
gas industry.
Defining report content: the materiality principle
We have continued to develop and formalise our
approach to determining the content of our reporting.
In order to identify and prioritise the issues on which
we need to report we considered various inputs.
These were:
78
>>
Stakeholder concerns: we have considered the
issues of importance to our stakeholders that
have arisen in our regular interaction with them.
>>
High-profile issues raised in broader contexts,
such as national development plans and strategies,
or topics highlighted by the media or by nongovernmental organisations.
We develop a consolidated list of issues from the inputs
and then use a materiality matrix, in line with GRI and
IPIECA guidance, to assess how each issue features in
our reporting. In line with GRI guidance, we have also
considered whether the impact of an issues is felt
primarily within the organisation, outside, or both.
RasGas Sustainability Report 2016
Material issues for 2015
The following issues, shown in alphabetical order, reflect
the key material topics identified. Each issue contains
a number of dimensions which we seek to cover in our
reporting, both in print and online.
>>
Biodiversity and marine life
>>
Compliance, industry regulations and international
treaties
>>
Efficiency and innovation
>>
Falling oil prices, increased competition
>>
Flaring
>>
Human rights and workers welfare
>>
Local hiring / Qatarization
>>
Lower contribution to government revenue
>>
Occupational safety and health
>>
Operation impacts
>>
Organisational change
>>
Public policy development
>>
Reliable and safe products
>>
Social investment and stakeholder engagement
>>
Sustainability framework and reporting
All of the issues that we include in the materiality matrix
have importance to stakeholders or to RasGas. It is therefore primarily a tool to help establish the depth and prominence we give to each issue in our reporting, and whether
topics are best covered in print or on our website.
Reporting guidelines and principles
RasGas has developed its report with reference to
general sustainability reporting principles as set out
within internationally accepted reporting frameworks
like IPIECA and GRI G4, as well as good practice among
established reporters worldwide.
Relevance
RasGas has sought to ensure that the report appropriately
reflects the sustainability issues facing the company as
well as the views of external stakeholders. RasGas believes
that the material issues - that is, the topics and associated
indicators that reflect significant economic, environmental
and social impact, or would substantively influence the
assessments and decisions of stakeholders concerning
RasGas Sustainability Report 2016
the company’s sustainability performance - have been
identified and prioritised. RasGas has used GRI G4 reporting
guidance to frame its assessment of the material issues.
Transparency
RasGas has sought to disclose information on its activities
in the reporting period in a balanced and clear manner. We
have also continued to make improvements to our webbased reporting, by extending the amount of information
on it and by promoting links to other available information
on the RasGas corporate web pages.
Consistency
The qualitative and quantitative information provided in
this report builds on that provided in RasGas’ previous
annual sustainability reports. Where possible, the data
provided enables comparison to be made between years.
In many cases, it is provided over a five-year period
or longer to help identify trends. The use of analysis
from benchmarking surveys also facilitates comparison
with industry competitors inside and outside Qatar. By
following the IPIECA and GRI indicator protocols, the
report seeks to enable ready comparison against other
organisations inside and outside the oil and gas industry.
Completeness
The report focuses on RasGas’ activities during the
period 1 January to 31 December 2015 and provides
information on RasGas’ performance in this period. Where
helpful for context, information on activities in 2016 is
also provided. The boundary of this report covers offices,
onshore and offshore operations, and projects such as the
Barzan Gas Project. Data from supplier operations related
to transport and the use of products, including transport
of LNG by ship is not included in the reported information.
Data on people includes employees only, except in
the case of safety data, where contractors working
within operations and projects are included. Workforce
composition data includes contract employees in occupied
direct hire approved positions.
For 2015, all RasGas LNG and sales gas production trains
have been included. In 2010, information relevant to
Train 7 was included from June 2010 onwards. In 2011,
common condensate and LPG facilities were excluded as
these facilities were handed over to Ras Laffan Terminal
Operations (RLTO) in March 2011.
Other common facilities used by RasGas but operated
by RLTO or other operators – such as common sulphur,
common VOC thermal oxidiser, LNG storage Lot N
facilities and the Laffan Refinery – are not included.
79
Other than developments in the normal course of business
and described in this report, there were no significant
changes to the size, structure or ownership of RasGas
in the reporting period. RasGas believes the information
within the report is consistent with this reporting
boundary and there were no major organisational changes
which would affect the data in 2015 compared with
2014. The ‘About RasGas’ section of the report provides
an overview of the company’s operations.
Accuracy
Quantitative metrics and qualitative descriptions are
provided to demonstrate the effectiveness of policies,
programmes and practices. Performance data is drawn
from RasGas internal management information systems.
Where indicated, performance data is shown by reference
to benchmarking surveys which compare performance
to that of others in the industry.
The sources of environment data are as follows:
>>
Greenhouse gases emissions: the methodology
used is from the QP GHG Accounting & Reporting
Guidelines, which are based on the European Union
measurement and reporting guidelines for CO2 and
the IPCC Guidelines for CH4 and N2O
>>
Direct measurement (e.g. water and energy
consumption, flaring or waste-water discharge
from meter readings)
>>
Calculations based on emission factors and standards
(for NOx and other non-GHG air emissions)
>>
Most environment data are reported in metric units.
Financial information is reported in US dollars unless
otherwise stated. RasGas has IT systems in place
to collect all the data in this report. In producing
the report, the aim has been to achieve maximum
accuracy. Where estimates or other limitations to the
data are involved, these are identified. The report has
been subject to processes of internal review.
CAUTIONARY STATEMENT
This sustainability report by RasGas Company
Limited contains forward-looking statements
relating to the manner in which RasGas intends
to conduct its activities, based on management’s
current plans and expectations.
These statements are not promises or guarantees of
future conduct or policy and are subject to a variety of
uncertainties and future circumstances, many of which
are beyond our control. Therefore, the actual conduct of
our activities, including the development, implementation
or continuation of any programme, policy or initiative
discussed in this report, may differ materially in the future.
The statements of intention in this report speak only as of
the date of this report. RasGas undertakes no obligation
to publicly update any statements in this report.
References in this report to other reports or materials,
such as website addresses, have been provided to direct
the reader to other sources of information which may be
of interest, but such information does not form part of
this report.
Independent assurance
This report has been subject to an independent external
assurance process for the second consecutive year. The
work was carried out by sustainability professionals
from the Doha office of Ernst & Young. The assurance
provider’s relationship with RasGas, the scope of
their work and their conclusions are provided in the
independent assurance statement. The independent
assurance statement can be found oppposite.
80
Published by RasGas Company Limited
© 2015. All rights reserved
RasGas Sustainability Report 2016
INDEPENDENT ASSURANCE STATEMENT
Our engagement
2. The Company’s internal protocols, processes and controls
The RasGas Sustainability Report 2015 (‘the Report’) has been prepared
related to the collection and collation of the sustainability
by the management of RasGas Company Ltd (‘the Company’), which is
performance data.
responsible for the compilation and presentation of the information. We
understand that the Report is reviewed by the Company’s Executive }
Leadership Team.
Limitations of our review
The scope of assurance excludes:
>>
Aspects of the data/information other than those mentioned
>>
Our review and evidence gathering process was primarily
Our responsibility, in accordance with RasGas management’s instruction,
is to carry out a ‘limited level’ assurance engagement on specific aspects
under ‘Scope of Assurance’;
of the Report, as defined under the Scope and Coverage below, in accord-
conducted at the headquarter of the Company, and during
ance with International Standards for Assurance Engagements (ISAE)
3000. We do not therefore accept or assume any responsibility for any
our visit to Company’s refinery at Ras Laffan;
>>
other purpose or to any other person or organisation. Any reliance any
The Company’s statements that describes expression of opinion,
belief, aspiration, expectation, aim of future intention;
such third party may place on the Report is entirely at its own risk.
The responsibility for the prevention and detection of fraud, error and
Our assurance team
non-compliance with laws or regulations rests with RasGas management.
Our assurance team, comprising of multidisciplinary professionals, was
Our work should not be relied upon to disclose all such material misstate-
drawn from our Middle East Clean Energy and Sustainability Services
ments, frauds, errors or instances of non-compliance that may exist.
Practice, which undertakes engagements similar to this with a number
of significant international businesses.
Our approach
The assurance engagement was planned and performed in accordance with
Our scope and coverage
the International Federation of Accountants’ International Standard for
The scope of assurance covers sites and indicators considered relevant
Assurance Engagements other than Audits or Reviews of Historical Financial
to the Company and include:
Information (ISAE) 3000. Our evidence-gathering procedures have been
designed to obtain a limited level of assurance (as set out in ISAE 3000)
1. Data and information relating to the Company’s sustainability
on which we base our conclusions.
performance identified within the Report’s Global Reporting
The approach to the assurance included interaction with key personnel to
Initiative (GRI) G4 Index for the period 1 January 2015 to
review the Company’s internal protocols, processes and controls related to
31 December 2015, specifically for the following data and
the collection and collation of sustainability performance data as per GRI-G4
the information:
guidelines. The EY assurance team conducted review and verification of the
data collection process, measurement methodology and general review of
>>
Economic contribution - Production
the logic of inclusion/omission of necessary information/data in accordance
>>
Economic contribution - Goods and service sourced locally
with sampling principles based on risk assessments, limited to:
>>
Climate change and energy - Total Energy consumption
>>
Climate change and energy - Renewable energy generated (GJ)
to make comments on the completeness of the disclosures and the
>>
Climate change and energy - Energy savings
degree to which EY believes the Report provides a fair and honest
>>
Climate change and energy - Flaring
>>
Environment -Water Discharge
>>
Health and safety - Total recorded injuries (contractor)
materiality assessment through interviews with employees at
>>
Health and safety - Employee & Contractor lost time injuries
headquarters and Ras Laffan, and review of associated processes
>>
Health and safety - Industrial Hygiene Inspections
>>
Workforce -Average hours of training provided to employees
>>
Workforce - Employee Satisfaction
>>
Workforce - Attrition
>>
>>
(direct+ indirect) and natural gas use
>>
Understand RasGas’s plans, policies and practices, so as to be able
representation of the Company’s activities;
>>
Review of RasGas’s approach to stakeholder engagement and
for determining material issues to be included in the Report;
>>
Review of any major anomaly within the Report as well as between
>>
Verification of the data and information reported at the manufacturing
Community - Total social investment spending
>>
Identifying and testing assumptions supporting calculations;
Community - Human Rights & Worker Welfare
>>
Execution of audit trails of selected data streams and information
(full-time)
the Report and source data/information;
units and corporate office;
relating to the indicators identified under the Scope and Coverage
to test the level of accuracy in collection, transcription and
aggregation processes;
82
RasGas Sustainability Report 2016
Level of assurance and reporting criteria
efforts towards ensuring human rights and workers welfare
We conducted our work to express a limited assurance conclusion as set
standards are included as contractual requirements along with
a monitoring and enforcement scheme overseen by a committee.
out in ISAE 3000 assurance standard. The procedures performed in a
limited assurance engagement vary in nature and timing from, and are
>>
Total social investment spending: The report does not disclose
>>
Stakeholder engagement: Corporate strategy does not include
less in extent than for a reasonable assurance engagement. Consequently
the level of assurance obtained in a limited assurance engagement
quantitative information related to this material aspect.
is substantially lower than the assurance that would have been obtained
a robust stakeholder engagement program. Currently, the stakeholder
had we performed a reasonable assurance engagement and we do not
consultation is only focused on Corporate Social Responsibility
therefore express a reasonable assurance opinion.
projects. RasGas may wish to extend the stakeholder engagement
program to reach additional stakeholders to receive feedback on
The Company used Global Reporting Initiative (GRI) G4 and Qatar’s
Energy and Industry Sector Sustainability (QEISS) Programme guidance
all material issues.
>>
as the reporting criteria.
Materiality assessment: There is scope for developing the
materiality analysis further by incorporating external stakeholder
views to delineate the most material issues for the Company.
Our conclusions
>>
Based on the scope of our review our conclusions are outlined below:
>>
entities within or outside the organization.
We have reviewed information or explanations
on selected statements on RasGas’s sustainability activities
Boundaries: We recommend that RasGas reports on the aspect
boundary by mapping each identified material issue with respective
>>
Consistency of data: RasGas should establish a consistent approach
presented in the Report and we are not aware of any
for data collection for sustainability reporting purposes to ensure
misstatements in the assertions made.
integrity and consistency of disclosures with the data sources.
>>
We are not aware of any errors that would materially affect
>>
Nothing has come to our attention that causes us to believe that
the data as presented in the Report.
Ernst & Young
the data included within the scope of our review has not been
>>
collated and presented properly in the Report.
Qatar
With the exception of the points below, we are not aware of
28th June 2016
any material aspects of RasGas’s sustainability performance
that have been excluded from the Report.
Observations from our work
Our detailed observations and areas for improvement will be raised in
a report to RasGas management. The following observations do not
affect our conclusions on the Report as set out above.
>>
Natural gas used: The report does not disclose quantitative
>>
Supplier relationship: We note an improvement in the review
information related to this material aspect.
activities conducted by the Supply department to support the
accuracy and completeness of the data submitted for Sustainability
Report purposes. Going forward, we recommend RasGas having a
stated intent and commitment to improve performance in the area of
supplier relationship management with the aim of leveraging supplier
capabilities, delivering cost savings and reducing supply risk exposure.
>>
Human rights and workers welfare: We have been unable to obtain
sufficient appropriate assurance evidences related to RasGas Audit
Programme and Human Rights Gap Assessment Report focused on
identifying lessons learned and opportunities for improvement in
the area of human rights and workers welfare. We have not received
sufficient evidences to verify lessons learned and opportunities for
improvement identified within a the gap analysis report including
lessons learned. Consideration could be given to further document
83
GLOSSARY
AKG-1 and 2
Al Khaleej Gas project (1 and 2)
API
The American Petroleum Institute
CCS
Carbon capture and storage
CO2
Carbon dioxide
CSR
Corporate Social Responsibility
CH4
Methane
DLN
Dry low NOx
EMS
Environmental management system
AKG-1 and 2
Al Khaleej Gas project (1 and 2)
GHG
Greenhouse gases
GRI
Global Reporting Initiative
H2S
Hydrogen sulphide
HAACP
Hazard analysis critical control point
HRA
Health risk assessment
HSE
Health, safety and environment
H2S
Hydrogen sulphide
IPIECA
Global oil and gas industry association for environmental and social issues
IR
Infrared
ISO
International Organization for Standardization
JCI
Joint Commission International
LDAR
Leak detection and repair
LOPC
Loss of primary containment
LNG
Liquefied natural gas
LPG
Liquefied petroleum gas
LTI
Lost-time injury
LTIR
Lost-time injury rate
MoE
Ministry of Environment of the State of Qatar
NOx
Nitrogen oxides
OGP
International Association of Oil and Gas Producers
QNV 2030
Qatar National Vision 2030
QP
Qatar Petroleum
RGEE
RasGas Elements for Excellence
RL
Ras Laffan Liquefied Natural Gas Company Limited
RL3
Ras Laffan Liquefied Natural Gas Company Limited (3)
RL II
Ras Laffan Liquefied Natural Gas Company Limited (II)
RLIC
Ras Laffan Industrial City
SHE
Safety, health and environment
SHEQ
Safety, health, environment and quality
SSH&E
Safety, security, health and environment
SOx
Sulphur oxides
TRIR
Total recordable injury rate
VOC
Volatile organic compounds
Sustainability Report 2015
RasGas Company Limited
PO Box 24200
Doha, State of Qatar
Tel: +974 4473 8000
Fax: +974 4473 8480
Email: sustainability@rasgas.com.qa
84
RasGas Sustainability Report 2016