Professional Documents
Culture Documents
Our commitment
RasGas will maintain the highest ethical standards, achieving full legal compliance
and operational integrity in the conduct of its business.
Driving sustainability
RasGas works together with all stakeholders to deliver business success, while
protecting the natural environment, promoting economic and social benefit, and
developing the capability of our people. These goals, which align with the Qatar
National Vision 2030, are underpinned by policies, procedures and performance
management.
Operations
Protecting the environment
RasGas is committed to ensuring the safety of its people and its operations.
RasGas aims to apply industry leading health and safety practices, and
continuously strives to improve its performance.
Further information on these key performance indicators is available on pages 26
to 29, unless stated otherwise.
Performance
2009
2008
2010
2011
57 GRI
24 GRI
17 IPIECA 26 IPIECA
24 GRI
-
20.7
20.7
28.5
37.1
37.1
76
78
80
6.3
8.2
10.5
9.4
9.3
8.9
16.8
18.8
17.8
12.1
9.5
11.8
11.8
5.5
5.7
5.9
11.1
1.2
14.3
9.4
12.2
44.6
18.2
62
62
65
50
43
2,262
2,669
2,875
2,946
3,061
31.1
30.4
31.2
30.5
33.0
38
61
65
43
27
0.08
0.03
0.09
0.10
0.03
0.18
0.12
0.13
0.16
0.09
0.03
0.04
0.01
0.01
0.02
0.02
15
Fatalities employees
Fatalities contractors
0.00
0.01
47
39
Contents
Foreword by His Excellency Dr Ibrahim B Ibrahim
Governance
12
18
24
Environment
34
People
46
Community engagement
54
62
64
Glossary
73
Foreword
RasGas continued its outstanding business performance in
2011, fulfilling its commitments to customers while operating
safely and reliably. Our rigorous approach to safety for our
workforce and our plant is fundamental to meeting our
commitments, and will remain so in the future.
In 2008, the Qatar National Vision 2030 laid out a progressive and ambitious roadmap for
the countrys economic, environmental, social and human development. RasGas is aligned to
this vision and will continue on the path to making it a reality.
The Barzan Gas Project, initiated in 2011, will be managed and operated by RasGas.
This major investment is an important element of the Qatar National Vision 2030 and is
strategically important for the long-term sustainable development of Qatar.
When the projects two new gas processing trains are in operation in 2014 and 2015, their
output will combine with that of other RasGas liquefied natural gas (LNG) and pipeline sales
gas trains to make a staggering total production capacity of around 11 billion standard cubic
feet per day, the equivalent of almost two million barrels of oil. This will make RasGas one of
the largest gas processors in the world.
In thinking about the future, we are all aware of the global challenge of climate change.
The 18th Conference of the Parties of the United Nations Framework Convention on Climate
Change will take place in Doha in November 2012 and will involve many organisations in
Qatar, including RasGas. Thousands of international participants will meet to address and
discuss global issues such as population growth, sustainable economic development and
resource management, which are vital to our future national prosperity. As a key supplier of
LNG, RasGas is already contributing to cleaner fuel use worldwide.
During a time of global economic uncertainty, our agenda aims to provide stability and enable
progress by seeking to ensure harmony between our business success and protection of
the environment, the community, and the development of people. We are committed to
sustainable development, in full support of the Qatar National Vision 2030.
His Excellency Dr Ibrahim B Ibrahim
Economic Adviser to the Emir of Qatar
Vice Chairman of RasGas Board of Directors
As a key supplier
of LNG, RasGas
is contributing to
cleaner fuel use
worldwide
Introduction
RasGas had a remarkable 2011, with its best ever
safety record, strong operational results and excellent
environmental progress. This years Sustainability Report
focuses on how we operate to deliver superior health,
safety and environmental performance, while developing
our people and supporting the local community.
Across all our activities, our priority has been safety. I am pleased, therefore, to report that
in 2011 our total recordable injury rate of 0.07 was the lowest in RasGas history, while
maintaining a low lost-time injury rate of 0.01. The total number of injuries was almost
half that of 2010 and one-sixth of the number in 2009. We also significantly improved
our process safety performance. Every employee and contractor can take genuine pride
in this achievement.
Our 2011 operational results once again highlight our key strength: the ability to safely and
reliably deliver on our commitments. Based on our LNG capacity of 37.1 Mta, our output
from Ras Laffan was a historic maximum of 36.5 Mta of LNG in 2011, demonstrating
excellent utilisation and reliability of our plant. Our ability to consistently market, sell and
deliver LNG around the world continues to grow. Our reputation and commitment to
customers resulted in new sales and purchase agreements being signed in 2011, while
we continue to strengthen our relationships with existing customers.
Strong safety and operational performance underpins good environmental performance.
We invested more than $49 million in 2011 in projects that reduce emissions and enhance
our waste management performance. Through its new greenhouse gas policy, RasGas
commits to implementing emission reduction programmes based on principles of energy
efficiency, sound technology and cost-effectiveness.
This progress in 2011 has been recognised by recent accolades for our energy-saving initiatives
and business performance. In February 2012, Euromoneys Project Finance magazine bestowed
its Global Deal of the Year award to recognise the outstanding achievement represented by the
financing of the Barzan Gas Project in a very challenging market. In March 2012, our new office
headquarters gained Qatars first Gold level Leadership in Energy and Environmental Design
certification for Commercial Interiors a significant reward for our 2011 efforts to protect the
environment and save energy through excellence in design.
Our achievements in 2011 are the product of the skill and dedication of our people. I have
worked in the oil and gas industry for more than 30 years and I am proud to be part of
a company which has so much team spirit and which continually strives for excellence and
improvement. I invite you to read about all we have achieved in the pages of this report.
We look forward to continuing to enhance and excel in 2012 and beyond.
Hamad Rashid Al Mohannadi
Managing Director of RasGas
About
RasGas
About RasGas
About RasGas
RasGas Company Limited (RasGas) is one
of the worlds premier integrated LNG
enterprises and has an enviable reputation
for being a safe and reliable supplier of LNG
that has transformed a regional resource into
a key component of the global energy mix.
RasGas is a Qatari joint stock company
with more than 3,000 employees, owned
by Qatar Petroleum (70 per cent) and
ExxonMobil (30 per cent). Located in Qatar,
with its headquarters in Doha, RasGas has
production facilities in Ras Laffan to extract,
treat, liquefy and export LNG around the
world. RasGas has seven LNG trains in
operation, with a total production capacity
of 37.1 million tonnes per annum (Mta).
RasGas also produces liquefied petroleum
gas (LPG), gas condensate, liquefied helium
and natural gas.
The company has entered into long-term
agreements with customers in South Korea,
India, Italy, Spain, Belgium, Taiwan and
the Americas.
RasGas is a member of the International
Association of Oil and Gas Producers
(OGP), the International Petroleum Industry
Environmental Conservation Association
(IPIECA), the British Safety Council, the Qatar
Chamber of Commerce, and the International
Chamber of Commerce Qatar.
Revenues
Net cash flow
Earnings
Shareholder return
Jobs created
Skills enhancement
Local economic
impacts
Social investments
Business ethics
Taxes/royalties
Resource efficiency
Product stewardship
Life-cycle analysis
Economic growth
Socioeconomic
Ecoefficiency
Sustainability
Social
progress
Diversity
Employee
satisfaction
Human rights
Community dialogue
Labour standards
Socioenvironment
Environmental
stewardship
Spill prevention
Waste minimisation
Emissions reduction
Regulatory
compliance
Ecosystem services
Biodiversity
Monitoring offshore
production plant on the
RasGas Alpha complex
About RasGas
Stakeholder engagement
RasGas recognises that it is accountable to stakeholders for its performance and acknowledges that its success depends upon understanding
stakeholder interests and needs, and finding the most effective responses in collaboration with its stakeholders. The table below lists RasGas key
stakeholders, how they are engaged and their priority issues. It also provides an introduction to how RasGas is responding to these issues.
Stakeholder
Regulators and
government
Regular meetings.
Official visits and audits.
Capacity-building events,
forums, awareness and training.
International
organisations
Investors /
shareholders
Customers
Employees
Impacts of operations.
Local hiring.
Suppliers
Community
Environment
On time payment.
Long-term and reliable business
relationships.
Support for local suppliers.
North Field
Ras Laffan
Doha
Qatar
Persian Gulf
Saudi Arabia
1.0%
0.7%
5.0%
19.5%
54.9%
18.9%
Sales gas
Condensate
Ethane
About RasGas
RasGas customers
RasGas has long-term sales and purchase agreements with its customers to supply LNG to many locations around the world.
United
Kingdom
Portugal
United States
Belgium
France
Italy
Spain
Turkey
South Korea
Qatar
Taiwan
Mexico
India
Brazil
Argentina
Chile
0.2
7.8
7.0
3.4
7.5
2.1
0.8
3.1
4.6
ExxonMobil
KOGAS
Petronet
Spot
RasGas continues to
consolidate its position in
the global LNG and helium
markets, and is set to
become one of the worlds
leading helium producers
Governance
Governance
Governance structure
The Managing Director of RasGas has
ultimate responsibility for the day-to-day
management, direction and operation of
the company, and oversees the operational
decisions affecting the business, such as
the selection of personnel using direct hires,
secondees or contractors.
Shareholders appoint the Board
members. His Excellency Dr Mohammed
Saleh Al Sada, the Chairman, and His
Excellency Dr Ibrahim B Ibrahim, the Vice
Chairman, are non-executive members of
the Board, and provide leadership for the
highest governance body of the company.
All major RasGas projects, as well as budgets,
are reviewed by the Board of Directors. The
Joint Venture Agreements and the Articles
of Association ensure that Board members
avoid any potential conflict of interest.
RasGas Board of Directors at end 2011: (standing, left to right) Taieb Belmahdi, Saad Al Kaabi, Bryan Wesselink,
Abdulrahman Al Suwaidi, Jos Evens, Dr Marwan Musleh; (seated, left to right) Said Al Mohannadi,
HE Dr Ibrahim B Ibrahim, HE Dr Mohammed Saleh Al Sada, Hamad Rashid Al Mohannadi, Barton Cahir
Lead
ing
ys
an
gi
al
Ch
in g
ing
Risk
Reporting
g
ssin
se
s
A
An
ng
Training
Governance
SEVENTH SENSE
Ethics policy
RasGas approach is one of strict observance
of laws applicable to its business. But the
policy does not stop there. Even where the
law is permissive, RasGas chooses the course
of highest integrity. It recognises that
a well-founded reputation for honest dealing
is itself a valuable company asset.
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.
RasGas expects its employees to report
suspected violations of law or RasGas
policies to management. When an employee
has reason to believe that his or her
colleague is not complying with company
policies, he or she can contact the companys
Ethics Committee or the Managing Director
in confidence. The role of the Ethics
Committee is to provide guidance and make
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. The
committee also manages the conduct
of any investigations. In accordance with the
committees approach to grievance reporting
and non-retaliation, a belief or concern
expressed by an employee will not be held
against them when reporting a possible
ethical problem.
Ethics
Conflicts of Interest
Financial Controls
Information Disclosure
Employee Relations
10 Legal Compliance
11 Political Activities
12 International Operations
13 Drugs and Alcohol
14 Harassment and Intimidation in the
Workplace
Human rights
While RasGas does not have a separate
human rights policy, as a responsible
corporate citizen, it adheres to the basic
human values of dignity and respect for all
individuals, and complies with all laws and
regulations in force in the State of Qatar
that apply to it.
RasGas does not tolerate harassment or
intimidation in the workplace, and the
companys employee relations policy
supports the provision of a mutually
supportive, respectful and productive work
environment. A non-retaliation and grievance
system is in place to enable employees to
raise instances of alleged mistreatment.
RasGas has a programme to train all its
employees on its business conduct policies.
As a check on compliance with these
policies, the annual internal self-certification
process seeks to ensure that employees
acknowledge their responsibilities under
company policies on business conduct and
that they will comply with them.
RasGas complies with the laws of the State
of Qatar, including complying with laws
prohibiting child or forced labour. RasGas is
also committed to conducting its business in
compliance with all governmental laws, rules
and regulations applicable to its operations
outside the State of Qatar.
Driver
1 Management,
leadership
commitment and
accountability
2
3
4
5
6
7
8
9
10
Evaluation
Feedback
Figure 6. Eleven elements of the RGEE framework
11 Operations
Integrity
Assessment and
improvement
Governance
Delivering a
lower-carbon
future
Oil
Coal
2
Gas
1
Biomass
Nuclear
Hydro
Renewables
0
1980
1990
2000
2010
2020
2030
16
at
tp
n
rre
Cu
Stabilisation wedges
Flat path
Goal
0
1950
2000
2050
2100
RasGas initiatives
RasGas has launched initiatives to reduce
emissions across the value chain of its LNG
production, particularly initiatives to reduce
flaring. In 2011, RasGas completed a five-year
flare minimisation programme, which was the
first of its kind in Qatar. In 2005, RasGas was
flaring 1.37 per cent of its intake gas at its Ras
Laffan facilities. As a result of the measures
detailed on page 38, flaring had been reduced
to only 0.47 per cent of gas by 2010, an
overall reduction of 66 per cent over the five
years.The programme aligned with Qatars
goal of reducing flaring and contributed to the
countrys participation in the World Bank-led
Global Gas Flaring Reduction (GGFR) initiative.
In shipping, RasGas and Qatargas have
supported the use of larger vessels fitted
with reliquefaction facilities, not only reducing
the number of voyages required but cutting
emissions per nautical mile by using gas more
efficiently. Older vessels have been retrofitted
to use clean LNG as a fuel, thus reducing both
harmful direct emissions from the vessels
themselves and the indirect emissions from
the refinery production of residual fuels. In
addition, new hull coatings have been used to
cut fuel consumption.
A range of environmental initiatives are improving the efficiency of Qatars LNG shipping fleet
RasGas presented papers on climate change strategy, corporate social responsibility and sustainability
reporting, as well as this paper on technological advances in LNG, at the 20th World Petroleum Congress in Doha,
December 2011
Policy
5-year plan
Components
RasGas GHG
management
strategy
Initiatives
Activities
Management tool
that defines roles,
responsibilities and time
frames to achieve GHG
initiatives
Implementation of action
items, tasks and projects to
manage, measure and reduce
GHG emissions
Identification of
GHG initiatives and
programmes to achieve
goals in GHG policy
RasGas approach
RasGas believes that it is prudent to develop strategies that address potential risks to society arising from
climate change impacts associated with greenhouse gas (GHG) emissions.
RasGas commitments
RasGas is committed to developing and implementing programmes to reduce emissions that contribute to
the greenhouse effect and climate change; promoting the agenda of the Qatar National Vision 2030
and managing its activities so that there is harmony between social development, economic growth and
environmental stewardship.
RasGas will develop and implement a GHG management strategy that includes the identification, evaluation,
implementation and management of initiatives in relation to GHG in accordance with the three key principles
of energy efficiency, sound technology and cost effectiveness.
RasGas will work towards continual improvements in GHG management and engage its internal resources
within the framework of the RasGas Elements of Excellence (RGEE).
The GHG policy and RasGas commitments will be achieved by implementing the following components:
Accounting and reporting RasGas will measure and report GHG emissions following regulatory requirements
and best management practices. GHG emissions will be measured and managed to evaluate RasGas emissions
profile and achieved reductions.
Mitigation GHG emission reduction projects, including but not limited to flare minimisation, carbon capture
and storage, and energy efficiency improvements, will be evaluated considering the potential access to carbon
markets and implemented in accordance with the three key principles: energy efficiency, sound technology and
cost effectiveness.
Transparency RasGas is committed to providing clear and sufficient information for its stakeholders to assess
the credibility and reliability of RasGas GHG reduction efforts, through its ongoing sustainability reporting.
RasGas is committed to continual improvement in external reporting and performance benchmarking, in
addition to examining life-cycle GHG emissions.
Advocacy RasGas will implement a GHG advocacy plan to proactively engage stakeholders to understand
climate change risks and opportunities within the organisation, as well as with the local and global community.
RasGas will participate in regional and global dialogue and will facilitate a joint industry approach to enhance the
GHG management strategy dialogue.
Safety and
health
Management approach
RasGas is committed to safeguarding
human safety and health, protecting the
environment and ensuring the security of
its assets. RasGas work locations range
from offshore installations to onshore LNG
facilities to our headquarters in Doha. The
safety and health challenge is substantial,
but our steady focus on incident prevention
and improving operating practices has made
the company an industry leader in safety
performance.
Safety is one of our five core values (see
page 7). It is of paramount importance at
RasGas, whether in day-to-day operations
or special projects. Our company-wide
target of zero lost-time injuries (LTIs)
continues to drive better safety and health
performance for every RasGas team every
day. This applies to contractors as well as
employees. The safety value is embodied
in the companys policies and management
systems.
2007
2008
2009
2010
2011
Fatalities (employees)
Fatalities (contractors)
11
38
61
65
43
27
79
78
67
21
11
0.08
0.03
0.09
0.10
0.03
TRIR: contractors*
0.18
0.12
0.13
0.16
0.09
0.18
0.11
0.13
0.15
0.07
15
0.00
0.03
0.00
0.00
0.00
LTIR: contractors*
0.04
0.01
0.01
0.02
0.02
0.03
0.01
0.01
0.01
0.01
0.47
0.32
0.87
0.77
0.39
0.00
0.01
77
90
92
98
24
36
45
89.1
136.9
104.2
28.6
29.7
Performance monitoring
We monitor our performance against a
range of indicators. These include traditional
lagging indicators to track unplanned events
(such as lost-time injuries), but more often
we are introducing leading indicators to
monitor our planned efforts to prevent
these events. We use lagging indicators to
understand past performance and trends,
and leading indicators to test the strength
of our controls and encourage good safety
behaviour. For example, we monitor the
number of safety observations as a leading
indicator, because this can reduce risk
by strengthening our safety culture and
increasing awareness of potentially harmful
conditions or practices in the workplace.
One area where we focused attention on
the management of safety in 2011 was
shutdown safety (see Figure 10). Experience
across the industry has shown that
shutdowns, in which an area of the plant or
process equipment is intentionally taken out
of service for planned maintenance, and its
subsequent start-up in which the equipment
is brought back on stream, are higher-risk
processes. The case study describes our
shutdown management system, which we
reviewed and improved in 2011.
The process environment at Ras Laffan, where RasGas shutdown management system minimises risk
Gate 1
Business Planning
Identifying safety
lead
Gate 2
Evaluation,
definition and
screening
Understanding scope
related to safety
Gate 3
Detailed scoping
and planning
Develop plan
including resources
and logistics
Gate 4
Final readiness
checks and
preparation for
shutdown
Safety readiness
including emergency
preparedness
Gate 5
Shutdown,
work execution,
recommissioning
and start-up
Implementation
and monitoring of
the plan
Gate 6
Start-up, follow-up
analysis, lessons
learned and
improvement
Lessons learned
with action plan
and action owners
Personal safety
We are pleased to report that we suffered no
fatalities in our operations in the course of
2011. This performance was achieved while
working a total of 29.7 million hours. Figures
1113 demonstrate our performance
record in reducing incidents which result
in recordable injuries (requiring medical
treatment or restricted work or lost time
of more than one day).
Our total recordable injury rate (TRIR) of
0.07 was the lowest we have achieved
since RasGas began operations in 1999,
reducing the number of injuries by more
than half compared to 2010. However, as
in 2010, two of the injuries in 2011 were
more severe and resulted in lost-time injuries
(more than a day away from work). One of
these involved a facial injury to a contractor
when he was struck by an item of equipment
being repaired. The other involved the
fracture of a contractors toe when it was
run over by a scaffold trolley.
Of the other recordable injuries, a total of five
incidents resulted in a worker being unable
to perform his or her work fully for a period
following the injury (known as a restricted
work case) and four further incidents required
medical treatment. While this remains a
commendable performance for the upstream
industry, we will not be satisfied until we
consistently meet our target of zero lost-time
injuries. Even then we will strive to have a
workplace where no injuries occur.
1.2
3.5
2.68
2.5
2.08
1.75
1.68
1.76
1.5
1
0.9
0.55
0.64
0.73
0.37
0.5
0
2007
RasGas TRIR
2008
2009
2010
2011
0.8
50
1st
2nd
0.66
0.55
0.6
0.45
0.42
0.43
0.4
0.2
0
1st
1st
40
0.17
2007
RasGas LTIR
Companies
4
LTIR per million hours worked
Figures 1113. Performance trends for RasGas versus oil and gas industry average injury rates for 20072011
30
20
3rd
3rd
4th
4th
4th
4th
2008
2009
2010
2011
10
0.05
0.07
0.07
0.07
2008
2009
2010
2011
2007
RasGas TRIR
Process safety
Process safety is a disciplined framework
for managing the integrity of operating
systems and processes that involve handling
hazardous substances by applying good
design principles, engineering, and operating
and maintenance practices. It deals with the
prevention and control of incidents that have
the potential to release hazardous materials
and energy. In the oil and gas industry,
the presence of flammable hydrocarbons
and toxic substances is an intrinsic hazard.
Releases have the potential to result in
significant harm to people, the economy
or the environment.
Lag
ng
s
tor
ica
Tier 3
LOPC events of minimal consequence
and challenges to safety systems
ind
rs
ato
dic
Tier 2
LOPC events of
minor consequence
di
Lea
Tier 1
LOPC events
of significant
consequence
g in
gin
Tier 4
Operating discipline and
management system performance indicators
Figure 14. Four-tier indicator framework based on American Petroleum Institute Recommended Practice 754-2010.
Safety offshore
In accordance with developing national
regulation, we will also prepare safety cases
for our onshore and offshore facilities. There
are specific risks that need to be managed
to prevent incidents involving gas and oil
releases, particularly because gas releases
in the confined spaces of a rig could result
in fire or explosion damage and potential
impacts to the marine environment. To
minimise risk, only one offshore installation,
the RasGas Alpha complex, is permanently
manned. In early 2012, a number of safety
improvements were recommended for the
Alpha complex, including the installation of
lifeboats on all remote wellhead platforms
for rapid evacuation in an emergency. Other
measures included replacing the helicopter
decks on two remote wellhead platforms to
accommodate the newer helicopters now
being used offshore.
Road safety
As recognised in the QNV 2030, road safety is
a challenging issue in Qatar. The Vision refers
to the need for road safety, accident reduction,
traffic management and casualty reduction.
We transport many hundreds of our
employees and contractors every day by road.
In 2010, we began to fit the fleet of buses
and mini-buses with in-vehicle monitoring
systems (IVMS), which are recognised as
valuable in making sure that driving behaviour
matches appropriate standards. By tracking
vehicle mileage and monitoring how the
vehicle has been driven (logging instances
of excessive speed, hard braking or overrevving for example), safer driving is
encouraged. In addition, the information
gathered enables vehicle maintenance to be
undertaken precisely when necessary, and
the vehicles to be kept in a safe condition.
In line with our plans, we installed monitoring
units on 103 vehicles in 2011, bringing the
total to 301 IVMS units in the current fleet
(which was consolidated in 2011 to reduce
vehicle numbers). We plan to install 80 more
units in 2012. RasGas contractors are now
encouraged to install IVMS in their vehicles.
We also audited RasGas vehicles in 2011 to
make sure high-quality tyres are fitted, and
have developed a vehicle examiners course to
enhance the rigour of vehicle examinations.
Defensive driver training has been enhanced,
with the provision of a bus drivers course for
all coach drivers. When recruited, shuttle bus
drivers receive additional practical training.
We are supporting the efforts of the Ministry
of Interior and the police to improve road
safety across Qatar in line with QNV goals. For
example, we are developing suggestions for
enhancing road safety , which we will provide
to the National Road Traffic Committee.
We are also working with community
representatives to increase awareness of road
safety risks in Ras Laffan Industrial City and
neighbouring areas. We are, for example, taking
part in a schools programme in the Al Khor
area, where we will be delivering road safety
messages to more than 30 infant schools.
Safety training
We recognise the importance of visible
and strong safety leadership, particularly
in setting the right example for our entire
workforce, whether they are employees or
contractors. We have therefore launched
a safety leadership programme, targeted
initially at group managers, managers,
section heads and supervisors. The course,
which consists of 13 modules, is designed
to develop the existing skills and knowledge
of our leadership team members. The course
modules are linked to the elements of RGEE
and the behavioural competencies outlined
in the companys job families. A second
element of the programme focuses
on supervisory positions and
safety fundamentals.
Safety Passport for the RasGas SHE&Q Group Manager
Contractor safety
Our contractors, and their contractors in turn,
need to operate to high safety standards and
their approaches must be consistent with
our own. We hold monthly meetings with
contractors on safety and run safety forums
for contractors throughout the year. These
meetings, which take place in our Ras Laffan
facilities as well as offshore and in our project
offices, provide an opportunity to review
safety performance, examine and learn from
incidents, and share good practice.
Health
RasGas responds to workplace health risks
by providing dedicated occupational health
support to its employee and contractor
workforce.
This includes primary healthcare and
emergency medical services, support
services to offshore medical facilities, worker
wellness programmes, safety-critical task
assessments, and community medical and
dental services to employees families.
For example, our approach to fitness at work
involves pre-employment assessments,
periodic health assessments for workers,
and health promotion campaigns.
Particulates and dust are periodically monitored to assess air quality for health protection
Heat stress
RasGas operating conditions present unique
challenges for securing the health of all
its employees. Ambient air temperatures
generally average 35C between May
and September with daily maximum
temperatures often in excess of 40C, and
relative humidity ranges from 25100 per
cent. August is generally the most humid
month of the year, and creates a potentially
dangerous situation for those exposed to
the heat. This poses the greatest health risks
and a need for heat stress management,
especially when Ramadan falls within these
hottest periods.
We have developed and applied a work
programme designed to reduce the risk
of heat-related illnesses (such as heat
exhaustion, cramp and heat stroke). The
programme posts information on appropriate
intervals for work and rest and required
amounts of water to drink. This guidance
is available to workers in various languages
RasGas combats heat stress using a range of measures, including automated heat index monitoring equipment and mandatory
carrying of water bottles as personal protective equipment (PPE) when working on Ras Laffan operations in summer months
Environment
Environment
Corporate Social
Responsibility: RasGas
employees, hard at work
cleaning Qatars beaches
Environmental expenditure
A strategic response
As outlined in the section of this report
discussing energy needs and climate change
(pages 1823), RasGas has developed
a corporate greenhouse gas (GHG)
management strategy.
Expenditure
(US$ million)
46.88
Waste
1.49
Water
0.40
Corporate programmes
0.25
Other
0.15
Total
49.17
RasGas environmental
expenditure in 2011 totalled
more than $49 million
Environment
Our performance
Our direct GHG emissions totalled 18.4
million tonnes of carbon dioxide (CO2)
equivalent in 2011, compared with 16.4
million tonnes in 2010. A number of factors
contributed to the increased level of
emissions, such as higher reported emissions
from flaring due to the introduction of a new
reporting basis which includes emissions
related to jetty storage tank and flaring
operations. Emissions from venting and
combustion also increased, mainly as a result
of the inclusion of a full year of data from
the new Train 7.
2007
2008
2009
2010
2011
9.4
9.3
8.9
16.8
18.8
9.0
9.2
8.6
16.4
18.4
0.3
0.1
0.3
0.4
0.4
1.4
1.5
1.1
1.4
1.7
0.7
0.8
0.8
2.1
2.4
6.6
6.6
6.4
12.4
13.8
Total CO2
8.7
8.8
8.3
15.9
17.9
0.010
0.010
0.008
0.010
0.010
435
449
432
860
945
0.468
0.440
0.418
0.510
0.519
0.286
0.269
0.248
0.280
0.287
Methane (CH4)
23.9
25
Benchmarking
40
27.4
22.8
23.7
35
24.1
21.2
30
20
15
10
5
30
32
30
29
30
28
28
24
24
2010
2011
27
24
25
23
21
20
15
10
5
0
2006
2007
2008
2009
2010
2011
2006
2007
RasGas
2008
2009
3.00
Flaring volume per total gas intake (%)
Reducing flaring
2.50
2.51%
200
1.50
1.00
1.37%
1.47%
1.25%
0.95%
1.03%
0.99%
0.67%
0.93%
0.50
0.00
0.48%
0.64%
2005
2006
% Flaring actual
2007
2008
% Flaring target
0.55%
0.47%
2009
2010
2011
Figure 17. RasGas on-site flaring performance per total gas intake (20052011)
Flaring
2007
2008
2009
2010
2011
1.03
0.99
0.64
0.47
0.55
2.48
2.15
1.74
1.54
1.26
Table 6. Flaring
Environment
2007
2008
2009
2010
2011
1.01
1.08
1.10
1.04
1.03
Other gases
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
releases include nitrogen oxides and sulphur
dioxide, emissions during combustion that
contribute to the formation of smog and acid
rain. Volatile organic compounds (VOCs),
which are organic compounds (excluding
methane) that vaporise in the atmosphere
and may participate in the formation of
ground-level ozone, are also emitted.
RasGas has a number of programmes in place
to minimise the release of these emissions
into the atmosphere. These include:
2007
2008
2009
2010
2011
NOx
17,796
12,085
9,514
11,810
11,779
SOx
14,342
9,424
12,181
44,633
18,243
5,549
5,670
5,923*
11,109
1,201
VOCs
0.07
0.06
0.06
0.064
0.045
0.05
0.035
0.049
0.032
0.039
0.028
0.025
0.017
0.015
2010
2011
0.10
0.05
0.04
0.04
0.03
0.02
0.03
0.03
0.023
0.02
0.030
0.023
0.01
0.00
2006
2007
RasGas
2008
2009
0.00
2006 2007 2008 2009 2010 2011
Environment
12,000
10,000
8,000
6,000
4,000
2,000
0
2010
Flaring
Fugitives
(Compressor seals)
2011
Combustion
Loading
Storage
0.030
Oil spills
The production and transport of oil and gas
poses a risk of accidental spills or losses that
could harm the environment. For RasGas,
where the predominant materials handled
are gases, the risk of spills is lower. However,
we record and report oil spills as a key
performance indicator (see Table 9).
0.025
0.020
0.020
0.045
0.016
0.016
0.015
0.014
0.014
0.014
2007
2008
2009
0.010
0.010
0.015
0.005
0.002
0
RasGas
2010
2011
Oil spills
Number of oil spills
Table 9. Number of oil spills
2006
2007
2008
2009
2010
2011
Emissions monitoring
Energy use
In 2011:
Work progressed on engineering issues
associated with a project to install new and
upgrade existing CEMS
An independent third-party evaluation was
initiated, examining the CEMS installed in the
latest RasGas trains (Trains 6 and 7, and AKG-2)
using the US Environmental Protection
Agency Gold Standard. At the same time, a
third-party performance testing campaign
was conducted to provide external assurance
on the compliance of emissions sources
with MoE regulatory limits
11
10
Energy use % of total intake
9.2
8.9
9
8
8.6
8.5
8.9
8.2
8.6
8.5
7.8
7.7
6.4
6.9
5
4
3
2
1
0
2006
2007
RasGas
2008
2009
2010
2011
Environment
Waste management
The total volume of waste from RasGas
operations increased in 2011 to 5,544
tonnes, an increase of 14 per cent on
2010. Total waste disposed per million
tonnes of total intake (Figure 23) was
the best in the industry benchmarking
comparison.
RasGas corporate waste management
programme, launched in 2009, provides
a cradle-to-grave framework for waste
minimisation, collection, treatment, storage,
reuse, recycling and final disposal. It also
seeks to address the fact that the markets in
which to sell recyclables in the Middle East
are still developing. We strive to minimise
waste arising, and volumes of total waste
(per million tonnes of total intake) are
considerably lower than industry averages,
as shown in Figure 24.
2007
2008
2009
2010
2011
35
62
72
125
87
Incineration
Landfill
1,065
896
918
620
451
Recycling
2,965
2,872
3,382
2,443
2,383
741
817
848
1,671
2,623
4,805
4,647
5,520
4,859
5,544
62
62
65
50
43
Storage
Total amount
Percentage of total waste recycled
* Onshore operations only
Table 10. Waste volumes and disposal methods
140
180
124.3
122.5
120
113.9
100
80
68.6
71
60
40
20
152
160
144
140 136
122
120
100
122
123
124
114
80
69
60
71
40
20
0
0
2007
2008
Landfill
Recycled
2009
2010
Storage
2011
2007
2008
RasGas
2009
2010
2011
70
62
60
65
59
50
48
50
43
Water
Biodiversity
40
30
20
23
25
10
Water discharges
(tonnes/day)
Once-through cooling water
Other
0
2006 2007 2008 2009 2010 2011
RasGas
Total
2007
2008
2009
4,037,638
4,015,790
4,085,142
861
997
1,231
4,038,499
4,016,767
4,086,373
2010
2011
4,007,911 4,070,306
1,286
1,641
4,009,197 4,071,947
Environment
A hawksbill turtle in the waters off the Qatari coast, one of the many species to benefit from RasGas efforts to
maintain the marine environment following pipeline-laying for the Barzan Gas Project
People
People
A performance-driven organisation
Our aim is to establish a high-performance
culture by providing clarity about what is
required in a job and how it should be done.
We aim to identify development needs, and
create an open working environment that
facilitates feedback.
The performance management process sets
out the need to plan, manage and review
employee performance. The key outcome
is to ensure that employees are clear
about RasGas priorities and to drive the
desired behaviours which result in improved
business results with employees being better
equipped to achieve their career aspirations.
The process is underpinned by clear, direct
and regular communication between those
giving and those receiving appraisals. In
2011, performance management appraisals
were held with 3,029 RasGas employees.
Performance evaluation is an important
determinant of remuneration for every
RasGas employee.
Succession planning is an important part
of building a business that can prosper
over the long term. It aims to ensure a
seamless transition of people in roles and
to ensure that individuals who move on
to fill managerial or technical expert roles
have the experience and skills necessary.
We progressed with succession plans for all
leadership positions in 2011.
Workforce composition
Comprehensive training
programmes enable
RasGas staff to develop
their professional and
personal skills
Hiring at RasGas
In 2011, RasGas recruited 183 new
staff. We fill vacant positions through
the promotion or transfer of existing
staff whenever possible, and priority is
given to Qatari nationals. The companys
Qatarization programme, described in detail
on page 50, seeks to create employment
and development opportunities for Qatari
nationals.
Workforce diversity and inclusion
RasGas places a high value on the diversity
of perspectives, ideas and backgrounds that
its employees bring to the organisation.
At the end of 2011, RasGas direct
hires included people from 59 different
nationalities and cultural backgrounds.
Workforce composition
2007
2008
2009
2010
2011
Full-time employees
2,077
2,453
2,726
2,865
2,883
185
216
149
81
178
218
(10%)
274
(10%)
303
(11%)
312
(11%)
342
(11%)
Total
2,262
2,669
2,875
2,946
3,061
Part-time employees
Contractors
People
2010
2011
Finance
Manufacturing
Administration
Subsurface Engineering
Maintenance
IT
Procurement
Human Resources
Facilities Engineering
Table 13. RasGas job families
na l
rso
Pe
We will apply
a succession
planning process
to ensure
business
continuity and
support our
retention strategy.
development fo
Performance
Management
Succession
Planning
Recruiting
Employee and
National
Development
RasGas
values
Training and
Education
ru m
Rewards
We are refreshing
processes and
tools to ensure
national
capability and
ensure that it is
consistent with
other elements
of the project.
Job family
Qatarization
Qatarization is the process of identifying,
attracting, and developing suitable Qatari
candidates to assume permanent positions
in RasGas. We are fully committed to Qatars
vision to develop technical and managerial
industry leaders. Our objective is not only
to achieve this, but to have a high-quality
approach in which recruitment, training,
development and retention are part of a
well-integrated process.
There are a number of key themes in our
programme, illustrated in Figure 27:
Strengthening partnerships and
relationships with educational institutions
to raise awareness of RasGas and our
long-term Qatarization needs
Creating employment and development
opportunities for nationals to support the
overall Qatarization targets
Establishing and maintaining a well-defined
national career development framework to
ensure a clear and guided career planning
progression
Building strong mentoring and coaching
capabilities to develop highly-qualified and
competent nationals
Developing and institutionalising an
integrated planning process to manage
and steward the national employment
cycle effectively
The success of our programme requires the
support and commitment of experienced
Qatari and expatriate staff at all levels to
attract, train, develop, and retain young
Qataris and help them gain valuable
on-the-job experience. Among the initiatives
carried out in 2011 were our annual
sponsorship of the Qatar Career
Fair, which attracted approximately
2,500 applicants, and the annual recognition
ceremony, which brings trainees, coaches
and mentors together with senior managers
and the Managing Director. On a continuing
basis, we hold quarterly and half-yearly
meetings with group managers to make
sure we are on track for meeting our
targets. We also made improvements in the
focus, procedures and monitoring of our
training and development programmes for
Qatari trainees.
Qatarization
Number of Qataris
563
619
735
830
948
Percentage of total
workforce
31.1
30.4
31.2
30.5
33.0
2. Opportunities
for nationals
Creation of employment
and development
opportunities
for Qatari nationals
3. National
development
framework
Establish an effective
national development
framework (completed)
4. Mentoring
and coaching
Building strong mentoring
and coaching capabilities
People
Average training
hours
2011
National staff
28
30.6
Non-national staff
15
29
21.5
29.8
Overall
be
Oc
er
Annual
development
focus
Corporate Training
Budget estimation report
to Job Family Council
Job Family Council
Approve annual
development plan
Inform approved annual
development plan to
managers and supervisors
L&D portal
preparation
m
ce
Annual
development
plan execution
Planning and
approval
Au
be
be
De
Employee
Development activities
booking
C
omplete competency
granting assessment form
t
ob
pt
e
Se
2010
gu
st
ve
No
Corporate Training
Create courses and
schedule dates in the
L&D portal, based on
the approved annual
development plan
Mentoring
A feature of 2011 has been our focus on
our mentoring programme for national
employees. The organisational climate
survey in 2011 found that more than
80 per cent of mentors and mentees viewed
the programme favourably, a finding which
was supported by the results of a survey
we conducted among the two groups
which also sought opinion on the national
development programme. The survey gives
us the opportunity to improve and, as a
result, a number of actions are being taken
to address the feedback, including increasing
management engagement with trainees.
The average number of hours of training per
employee in 2011 was 29.8, as shown in
Table 15. This marked an increase in training
hours of 38 per cent when compared with
the previous year. The focus on providing
internal courses resulted in lower total
costs, despite the overall increase in training
provided.
More than a quarter of the total training
in 2011 was provided to Qatari nationals.
The majority of this training was provided
to national staff working in the
Operations function.
People
Employees are engaged through tools including e-circulars, DVDs and the company intranet
Community
engagement
Community engagement
60
49%
50
% of CSR activity
44%
40
41%
35%
33%
30
19%
20
20%
22%
16%
10%
9%
10
2%
0
2009
Community
2010
Education
2011
Environment
Health
Community engagement
RasGas dedicated
2011 as its Year of
the Community
Led by RasGas Managing Director, members of RasGas senior management demonstrate corporate commitment
to community engagement, inaugurating the Al Khor Red Crescent building
May
Support for the second Qatar Business
Women Forum and Life is Engineering skills
transfer scheme, in collaboration with Qatar
University College of Engineering
June
Job shadow programme conducted with
Al Risala Independent Secondary School
for girls
July
Launch of the second training course as part
of the Tamkeen Al Marat programme to
empower women
August
Garangao evening with the children of
Hamad Medical Corporation
Support for the annual Umra Trip of Ebad
Al Rahman Holy Quran Centre
Launch of the social awareness-raising
Ramadan TV commercial
September
School backpacks are donated to the
Al Noor Institute for the Blind and the
Dhreima Orphanage
RasGas is the main sponsor of the annual
Corporate Social Responsibility Conference
of the Ministry of Business and Trade
October
Safety Ambassadors scheme graduation
ceremony is held
November
RasGas makes annual financial contribution
to the Al Khor Society Development
Centres Eid Al Adha festival
Donation of special Braille learning devices
to the Gaza Blind Institute, as part of
RasGas partnership with Al Noor Institute
for the Blind
December
Volunteer support for the elderly at the
Qatar Foundation for Elderly People
Education
RasGas is committed to supporting
education and empowering young
generations. We believe that if communities
are enabled in ways that have a sustained
development impact, through empowering
and educating people, and fostering the
construction of cohesive communities, they
can make a valuable contribution.
Our support for education encompasses
practical help for schools and school children,
as well as engagement with universities and
institutions of higher education, with a focus
on the development of vocational skills
and experience.
For schools, we continued with the tradition
of linking a social activity to the annual
Employee Forum by asking employees to
donate backpacks filled with stationery
supplies for schoolchildren. The backpacks
were distributed to Dhreima (Qatar Orphan
Foundation) and the Al Noor Institute for
the Blind.
Community engagement
Empowering women
RasGas launched the year-long Tamkeen
Al Marat programme to empower women
in March 2011, as a key element in its
Year of the Community campaign. The
programme, under the patronage of
the Ministry of Social Affairs, includes
three training courses run by Al Fursan
Training and Consultancy Centre. The
programme seeks to support the
development of Qatars human capital by
building expertise and equipping national
females of every age with the skills and
knowledge to develop and improve their
career opportunities.
The initiative targeted three groups
of women in society: homemakers,
professional women and young women.
More than 160 candidates participated
and learned ways to improve their
communication skills, and build their
self-esteem while gaining proficiency in
areas such as project management and
budgeting, which can be used both at
home and in the workplace.
RasGas continuously works to support
the development of the economy and
society to provide the means for women
to learn from one another, be inspired and
balance their careers while retaining their
central role in maintaining a strong family
environment, said Erhama Al Kaabi,
RasGas Employee Development and
Welfare Group Manager, speaking at the
graduation ceremony. The course aims to
enhance womens capacity to participate
fully in the social and economic sphere of
our society in line with the Qatar National
Vision of 2030.
Environment
RasGas environmental commitment built on
the activities carried out in 2010, which was
dedicated as the Year of the Environment
and during which we conducted a wide range
of events, activities, training and outreach
projects. The idea was to communicate the
need for businesses, employees and Qatars
residents to think and act sustainably, to
balance economic and social progress with
protection of the environment.
In March 2011, members of our SHE&Q
group took part in recycling awareness
sessions at the Sumaisma Independent
Primary School for Boys and Doha English
Speaking School. More than 500 children,
aged 612, learned in a fun way about
the importance of recycling. In the same
month, RasGas participated for the second
consecutive year in the International Earth
Hour, organised by WWF.
Community engagement
Health
RasGas understands the crucial role of
improved health standards in any nations
wellbeing. We also understand that the
success of the company depends on having
a healthy workforce working in a safe
environment.
RasGas has contributed to the youth sports
teams (for those aged 515) of Al Khor
and Al Shamal Sports Clubs as part of its
contribution to the community. More than
600 children will benefit from this support,
which seeks to promote a healthier and more
active society with sports as a means to
self-development.
In February 2011, RasGas launched the
Safety Ambassador programme. The
initiative, in partnership with the British
Safety Council, trains high school students
and teachers across a spectrum of safetyrelated topics. The course involves lectures,
practical demonstrations and site visits to
the RasGas Safety Training Centre in Ras
Laffan. RasGas employees from the SHE&Q
Group have been fully involved in the
programme by offering their expertise and
skills. RasGas considers the development of
safety and health awareness among young
people to be a necessary life skill and in
2012 this scheme will be extended to local
Arabic-speaking schools.
How we report
In producing this report, RasGas has
taken account of the 2010 Guidelines on
Sustainability Reporting issued by HSE
Regulations and Enforcement Directorate
(Qatar Petroleum), which:
Adopt the International Petroleum
Industry Environmental Conservation
Association/American Petroleum Institute/
International Association of Oil and Gas
Producers (IPIECA/API/OGP) Oil and
Gas Industry Guidance on Voluntary
Sustainability Reporting (2010) as a basis
for report content and industry-specific
indicators
Reference the broader principles and
indicators of the Global Reporting
Initiative (GRI) G3 Sustainability
Reporting Guidelines
We have also taken into account additional
guidance from HSE Regulations and
Enforcement Directorate in the areas of
safety and climate change to reflect priority
areas for 2011 reporting.
This section of the report sets out how
RasGas has reported against five general
reporting principles set out in the IPIECA
sustainability reporting guidance. In the
discussion of these principles, information
is also provided on important concepts in
reporting such as stakeholder engagement,
determining report boundaries and covering
material issues. An IPIECA and GRI content
index is also provided.
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 have
been covered and prioritised 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 the companys
sustainability performance.
Completeness
Transparency
Throughout the report, RasGas has sought
to disclose information on its activities
in the reporting period in a balanced
manner, providing information on both the
achievements in the reporting period and the
challenges faced now and in the future. The
report aims to show this information in a clear,
understandable, factual and coherent manner.
Consistency
The qualitative and quantitative information
provided in this 2011 report builds on that
provided in RasGas two previous annual
sustainability reports. Where possible,
the data provided enables comparison to
be made between performance in 2011
and 2010. 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.
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.
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 (eg 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 environmental 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.
At this stage in sustainability reporting,
RasGas has not sought independent external
assurance for the information provided
within this report. Options for gaining
further assurance on the report content are
being considered, including the development
of internal processes for reviewing report
content prior to publication.
Self-assessment of reporting
against IPIECA and GRI
We have self-assessed the extent to which
this report is aligned with the intent of the
IPIECA Guidance and the GRI Guidelines.
The self-assessment confirms that RasGas
has addressed all 33 IPIECA indicators in
this report. RasGas also responded to all GRI
G3.1 standard disclosures and disclosures
on management approach (DMA), together
with all 47 core and 27 additional GRI
indicators, as well as the recently issued
14 OGSS performance indicators (with
due regard to materiality and reasons for
omissions). This report therefore meets the
GRI requirements for Application Level A.
We recognise that our reporting is continuing
to evolve and improve. Therefore, for all
indicators of relevance to RasGas, we
also judge the completeness of our public
reporting based on whether the information
and data fully or partially meet the indicator
intent and definitions. On this basis we have
assessed that we fully address 26 of the
33 IPIECA indicators and 57 of the 88 core,
additional and OGSS GRI indicators, which
is a significant increase on 2009 and 2010
(see page 2). The remaining indicators are
partially addressed such that each indicator
has a response in terms of data and/or
content, but that there are aspects of the
indicator which we recognise are not fully
reported yet, giving us scope for future
improvement.
Table key
Key to indicator categories
DMA
EC
Economic
EN
Environmental
HR
Human rights
LA
PR
Product responsibility
SO
Society
Title
Code
Description
Where reported
(or brief explanation if not addressed in the 2011 report)
Page
Environmental indicators
Issue
E1
Climate change
and energy
DMA EN
1823
EC2
1823
Greenhouse gas
emissions
3637
EN17
EN16
EN3
Other relevant indirect greenhouse gas emissions by weight Relevant emissions include CO2, CH4 and N2O.
Environment (greenhouse gas emissions)
Initiatives to reduce greenhouse gas emissions and
Environment (greenhouse gas emissions; reducing flaring)
reductions achieved
Environment (energy use)
Significant environmental impacts of transporting
products and other goods and materials used for the
organisations operations, and transporting members of
the workforce
Direct energy consumption by primary energy source
Environment (energy use)
EN4
42
EN5
42
42
OG2
OG3
EN6
Environment (flaring)
38
Environment (biodiversity)
44
EN18
EN29
E2
Energy use
EN7
E3
Alternative
energy sources
OG14
E4
Flared gas
OG6
Issue
Ecosystem
services
Biodiversity
and ecosystem
services
DMA EN
E5
EN11
EN12
EN13
EN14
OG4
EN15
EN25
3638
42
42
1823
4445
RasGas leases land within RLIC. The industrial city covers
295 sq.km. RasGas also has operations within the Ras
Laffan port, which covers 56 sq.km. RasGas supports RLIC
in its monitoring and protection programmes. The land is
arid desert with limited biodiversity however there is rich
marine biodiversity in the coastal waters of the Persian
Gulf
Environment (biodiversity)
4445
3637
4445
4445
4445
4445
44
Title
Code
Description
E6
Fresh water
EN8
Issue
E7
E8
Local
environmental
impact
Other air
emissions
Spills to the
environment
EN9
EN10
DMA EN
EN20
EN29
E9
E10
Discharges to
water
Waste
EN19
EN23
Where reported
(or brief explanation if not addressed in the 2011 report)
EN 21
OG5
EN25
Page
44
44
44
3536
41
39
21
44
44
EN22
The principal material used as an input to RasGas activities is natural gas. RasGas does not collect information on the
recycled content of other materials used in its operations
Environment (waste management)
4344
OG7
Drill cuttings are cleaned to meet required levels to minimise impact before disposal offshore
In general, the RasGas production processes do not
generate hazardous wastes, except for materials
contaminated with aromatics, which are segregated and
treated on-site. See Environment (waste management)
2526
EN2
EN24
4344
Workforce
protection
Workforce
participation
DMA LA
LA6
LA9
HS2
HS3
Occupational
injury and illness
incidents
LA7
Title
Code
Description
HS4
Product
stewardship
EN26
PR1
PR2
PR3
PR4
PR6
PR7
HS5
Process safety
OG13
Where reported
(or brief explanation if not addressed in the 2011 report)
Page
1823
29
EC1
OG1
LA1
Issue
SE1
5, 10
RasGas extracts gas from the North Field, which is
considered to be the largest single non-associated gas
reservoir in the world with total proven reserves of 900
trillion standard cubic feet (see Qatar Petroleum Annual
Report). RasGas production capacity and 2011 production
performance are contained within this report
Our people (workforce composition)
48
Our people (hiring at RasGas)
48
5556
5556
5556
5556
Title
Code
Description
SE2
Indigenous
peoples
HR9
OG9
SE3
Involuntary
resettlement
OG10
OG12
SE4
Social
investment
EC1
EC8
Issue
Local content:
DMA EC
SE5
Local content
practices
Local hiring
practices
EC6
SE6
SE7
Issue
Local
procurement
and supplier
development
Human rights
Where reported
(or brief explanation if not addressed in the 2011 report)
Page
45
1011,
56
56
50
20,56
56
17
17
17
Title
Code
Description
SE8
Human rights
due diligence
LA4
HR1
HR3
HR4
HR5
HR6
HR7
HR10
SE9
SE10
Issue
SE11
Human rights
and suppliers
HR2
SO3
SO4
SE12
SO2
Preventing
corruption
involving
business partners
SO4
Where reported
(or brief explanation if not addressed in the 2011 report)
Page
1617
16
RasGas business conduct policies are applied rigorously
within all operations. Human rights are addressed generally
within the RasGas business conduct policies and it is
RasGas policy to comply with all applicable laws, rules and
regulations in the State of Qatar
RasGas provides its main suppliers with guidance on
56
business conduct policies and other policies
See LA4 above
-
17
16
1617
16
RasGas does not specifically analyse business units for
corruption risk, but its internal control framework and
business conduct policies cover corruption-related risk.
See Governance (business conduct policies)
RasGas conducts business conduct policies sessions for all
its employees. See Governance (business conduct policies)
Any allegation of corruption will be investigated in
accordance with existing policies and procedures. See
Governance (business conduct policies)
RasGas does not specifically analyse business units for
corruption risk, but its internal control framework and
business conduct policies address corruption-related risk.
See Governance (business conduct policies)
See Governance (business conduct policies). Any allegation 16
of corruption will be investigated in accordance with
existing policies and procedures
Title
Code
SE13
Transparency of EC1
payments to host
governments
EC4
SE14
Public advocacy
and lobbying
EC1
SO5
SO6
SE15
Workforce
diversity and
inclusion
EC5
LA1
LA2
LA13
LA14
SE16
Workforce
engagement
LA4
LA5
LA9
SE17
Workforce
training and
development
LA10
LA11
LA12
SE18
Non-retaliation
and grievance
systems
HR4
HR11
Description
Direct economic value generated and distributed, including
revenues, operating costs, employee compensation,
donations and other community investments, retained
earnings, and payments to capital providers and
governments
Significant financial assistance received from government
Where reported
(or brief explanation if not addressed in the 2011 report)
Page
1617
1617
-
48
48
48
51
4951
47
16
16
GRI standard disclosures and indicators not addressed by the IPIECA guidance
Standard disclosures
Strategy and analysis
Organisational profile
Report parameters
Page
1.1
1.2
2.1
2.2
About RasGas
10
2.3
About RasGas
10
2.4
About RasGas
2.5
About RasGas
2.6
About RasGas
2.7
Markets served
About RasGas
7, 11
2.8
About RasGas
7, 11
2.9
63
2.10
3.1
Reporting period
63
3.2
3.3
Reporting cycle
3.4
74
3.5
6263
3.6
63
3.7
63
3.8
63
3.9
63
63
3.11
63
3.12
6472
3.13
63
Governance
13
4.2
4.3
4.4
47
Governance
13
3.10
Governance,
commitments and
engagement
4.1
4.5
4.6
4.7
4.8
4.9
4.10
4.11
45
45
7
13
13
1516,
49
1317
13
-
GRI standard disclosures and indicators not addressed by the IPIECA guidance
Standard disclosures
Page
RasGas management systems are based on and follow a
number of externally developed charters including ISO
14001 and OSHAS 18001. Its approach to sustainability
reporting is guided by the IPIECA and GRI reporting
principles and guidelines
About RasGas
About RasGas (stakeholder engagement)
About RasGas (stakeholder engagement)
89
9
36
4.12
Governance,
commitments and
engagement (continued)
4.13
4.14
4.15
EN1
Membership of associations
List of stakeholder groups engaged by the organisation
Basis for identification and selection of stakeholders with
whom to engage
Approaches to stakeholder engagement
Key topics and concerns that have been raised through
stakeholder engagement and how the organisation has
responded to these key topics
Coverage of the organisations defined benefit plan
obligations
Materials used by weight or volume
OG8
EN27
4.16
4.17
Performance indicators
EC3
EN28
EN30
LA3
LA15
OG11
SO7
SO8
PR5
PR8
PR9
7
9
9
48
Glossary
Glossary
AGI
LEED
AKG-1 and 2
LOPC
API
LNG
BBS
Behaviour-based safety
LPG
CCS
LTI
Lost-time injury
CEMS
LTIR
CO2
Carbon dioxide
MoE
COP
Mta
CSR
NOx
Nitrogen oxides
CH4
Methane
OECD
DLN
OGP
DOSS
OHSAS
EMS
QNV
GCC
QP
Qatar Petroleum
GGFR
RGEE
GHG
Greenhouse gases
RL
GRI
RL3
H2S
Hydrogen sulphide
RL II
HACCP
RLIC
HRA
SHE
HSE
SHE&Q
IEA
SSH&E
IPIECA
SOx
Sulphur oxides
IR
Infrared
TRIR
ISO
UNFCCC
IVMS
VOCs
JCI
WWF
LDAR
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 managements 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.
CBP0007781607124406
Our commitment
Performance
2009
2008
2010
2011
RasGas will maintain the highest ethical standards, achieving full legal compliance
and operational integrity in the conduct of its business.
24 GRI
-
RasGas is committed to becoming a world-class global energy supplier striving for Liquefied natural gas (LNG) capacity in million tonnes per year
excellence. Sustainability represents a key component of our drive for operational
excellence.
20.7
20.7
28.5
37.1
37.1
76
78
80
Driving sustainability
RasGas works together with all stakeholders to deliver business success, while
protecting the natural environment, promoting economic and social benefit, and
developing the capability of our people. These goals, which align with the Qatar
National Vision 2030, are underpinned by policies, procedures and performance
management.
6.3
8.2
10.5
Operations
Protecting the environment
RasGas is committed to managing the environmental impact of its operations and Total greenhouse gas emissions (CO2 equivalent emissions in
conducting its business in a manner that protects the environment. It continues to tonnes) page 37
use and develop new technologies that promote energy efficiency.
Nitrogen oxides emissions (kilo tonnes) pages 39, 41
9.4
9.3
8.9
16.8
18.8
17.8
12.1
9.5
11.8
11.8
5.5
5.7
5.9
11.1
1.2
14.3
9.4
12.2
44.6
18.2
62
62
65
50
43
2,262
2,669
2,875
2,946
3,061
31.1
30.4
31.2
30.5
33.0
38
61
65
43
27
0.08
0.03
0.09
0.10
0.03
0.18
0.12
0.13
0.16
0.09
0.03
0.04
0.01
0.01
0.02
0.02
15
Fatalities employees
Fatalities contractors
0.00
0.01
47
39
RasGas is committed to ensuring the safety of its people and its operations.
RasGas aims to apply industry leading health and safety practices, and
continuously strives to improve its performance.