agr sustainability report 2014 sustainability report 2014 sm.pdfengineering studies well management...

RESERVES AUDITSAND EVALUATIONS

FLEXIBLE

COST

SAVI

NGS

PROJ

ECT

MAN

AGEM

ENT

HSEQ

HPHT

OPER

ATIO

NSSU

PERV

ISIO

N

ENGINEERING STUDIES

WELLMANAGEMENT CO

NTRA

CTIN

G

AD-H

OC

ENGI

NEER

ING

STUD

IES

AD-HOC ENGINEERING STUDIES

AD-H

OC E

NGIN

EERI

NG S

TUDI

ES

LOGISTICS

P&A

LAND

COST SAVING

DRILLING

EFFI

CIEN

CY

EXPERTISE PROCUREMENT

UPSTREAM

INDE

PEND

ENT

ENGI

NEER

ING

STUD

IES

JACK

-UP

LAND

COMPLETIONS

JACK

-UP

WEL

L

RIGS

AD-H

OC E

NGIN

EERI

NG S

TUDI

ES

COSTSAVING

LOGI

STIC

S

FIEL

D DE

VELO

PMEN

T

SUBSURFACESTUDIES

EXPERIENCEFLEX

IBLE

QUALITY

PERF

ORM

ANCE

BEST

-IN-C

LASS

JACK-UP

LAND

HSEQ

WELLCONSTRUCTIONPLANNING

DEEPWATER

OPER

ATIO

NS S

UPER

VISI

ON

WELL

RIGS

PROC

UREM

ENT

CONT

RACT

ING

LOGI

STIC

S

FIELD DEVELOPMENT

DECO

MM

ISSI

ONIN

G

P&A

EXPERTISE

FLEX

IBLE

BEST-IN-CLASS

DRIL

LING

UPST

REAM

REM

OTEL

OCAT

IONS

INNO

VATI

VE

LAND

COM

PLET

IONS

TESTING

CORING

HSEQ


HPHT

OPER

ATIO

NSSU

PERV

ISIO

N

PROJ

ECTM

ANAG

EMEN

T

WEL

L

CONTRACTING

PEER-REVIEW

LOGI

STIC

S

INTE

GRAT

ED S

ERVI

CES

FIEL

DDEV

ELOP

MEN

T

FIEL

D DE

VELO

PMEN

T

P&A

GEOM

ECHA

NICS

EXPE

RIEN

CE

QUAL

ITY

OPERATIONS GEOLOGICAL SUPPORT

ABANDONMENT

UPSTREAM

SEM

I

DRIL

L-SH

IP

LAND

HSEQ

DEEP

WAT

ER

OPER

ATIO

NS S

UPER

VISI

ON

ENGINEERINGSTUDIES

RIG

ACCE

SS

DECO

MM

ISSI

ONIN

G

P&A

SUBSURFACESTUDIES EXPERIENCE

QUAL

ITY

JACK

-UP

TESTING

WEL

LCON

STRU

CTIO

NPLA

NNIN

G

HPHT

DEEPWATER

OPERATIONSSUPERVISION

RIGA

CCES

S

PROCUREMENT

AD-HOC ENGINEERING STUDIES

COST

SAVI

NG

INTE

GRAT

ED S

ERVI

CES

FIELD DEVELOPMENT

P&A

SUBSURFACESTUDIES

PERF

ORM

ANCE

DRILLING

REM

OTEL

OCAT

IONS

JACK-UP

DRIL

L-SH

IP

COMPLETIONS

TEST

ING

DEEPWATER

WELL RIGS

PEER-REVIEWLOGISTICS

INTEGRATEDSERVICES

FIELDDEVELOPMENT

IOR/

EOR

GEOM

ECHA

NICS

EXPERTISE

EXPERIENCE

FLEXIBLE

BEST-IN-CLASSDRILLING

UPSTREAM

REMOTE LOCATIONS

REM

OTE

LOCA

TION

S

LAND

COM

PLET

IONS

CORING

HSEQ

HPHT

DEEPWATER

OPER

ATIO

NSSU

PERV

ISIO

N

PROJECT MANAGEMENT

WEL

LW

ELL

PROC

UREM

ENT

DECOMMISSIONING

P&A

FLEX

IBLE

PERFORMANCE

UPST

REAM

UPST

REAM

JACK

-UP

SEMI

COM

PLET

IONS

CORI

NG

HSEQ

DEEPWATER

PROJECT MANAGEMENT

RIGS

RIG

ACCE

SS

PROCUREMENT

PEER

-REV

IEW

PLUG

COST

SAV

ING

INTEGRATEDSERVICES

FIEL

D DE

VELO

PMEN

T

DECO

MM

ISSI

ONIN

G

P&A

SUBSURFACESTUDIES

EFFICIENCY

INNO

VATI

VE

EXPERIENCE

FLEX

IBLE

QUALITY

JACK

-UP

LAND

HSEQ

ENGI

NEER

INGS

TUDI

ES

RIGA

CCES

S

PEER

-REV

IEW

LOGISTICS

INTE

GRAT

EDSE

RVIC

ES

DECO

MM

ISSI

ONIN

G

EXPERTISE

REM

OTEL

OCAT

IONS

DRILL-SHIP

LAND

TESTING

TEST

ING

HPHT

DEEP

WAT

ER

WELL

RIGACCESS

PROC

UREM

ENT

CONTRACTING

PEER

-REV

IEW

FIEL

DDEV

ELOP

MEN

T

P&A

EFFI

CIEN

CY

EXPE

RIEN

CE

FLEXIBLEQU

ALIT

YRE

MOT

ELOC

ATIO

NS

JACK

-UP

SEMI

DRILL-SHIP

DEEP

WAT

ER

ENGI

NEER

INGS

TUDI

ES

RIG

ACCE

SS

CONTRACTING

FIEL

D DE

VELO

PMEN

T

EXPERTISE

FLEX

IBLE

BEST

-IN-C

LASS

REMOTELOCATIONS

DRILL-SHIP

LAND

COM

PLET

IONS

TEST

ING

CORI

NG

HPHT

PROJECT MANAGEMENT

WELL

RIGS

AD-H

OCEN

GINE

ERIN

GSTU

DIES

PEER

-REV

IEW

DECO

MM

ISSI

ONIN

G

P&A

FLEX

IBLE

QUALITY

BEST

-IN-C

LASS

COMPLETIONS

CORI

NG

HPHT

WELL

RIGS

PROC

UREM

ENT

CONTRACTING

LOGISTICS

DECO

MM

ISSI

ONIN

G

SUBS

URFA

CEST

UDIE

S

INNOVATIVE

COMPETENT PERSON’S REPORTS

FLEXIBLE

BEST

-IN-C

LASS

JACK

-UP

SEMI

COM

PLET

IONS

PROJECTMANAGEMENT

RIGS

PROCUREMENT

PEER-REVIEW

COST

SAVI

NG

LOGI

STIC

S

FIEL

D DE

VELO

PMEN

T

EFFICIENCY

EXPE

RTIS

E

FLEXIBLE

PERF

ORM

ANCE

DRILLING

DRIL

LING

TEST

ING

HSEQ

HPHT

OPERATIONS SUPERVISION

WEL

L

PROC

UREM

ENT

LOGISTICS

SUBS

URFA

CEST

UDIE

S

EXPE

RTIS

E

EXPERIENCE

QUAL

ITY

DRIL

LING

REMOTELOCATIONS

JACK

-UP

COM

PLET

IONS


WELL CONSTRUCTION PLANNING

RIGS

RIGACCESS

RIGACCESS

CONT

RACT

ING

AD-H

OCEN

GINE

ERIN

GSTU

DIES

PEER-REVIEW

FIEL

DDEV

ELOP

MEN

T

DECOMMISSIONING

INNO

VATI

VE

EXPE

RTIS

E

FLEXIBLE

QUALITY

PERFORMANCE

DRILLING

UPS

TREA

M

DRILL-SHIP

LAND

WEL

L

CONTRACTING

INNO

VATI

VE

EXPERIENCE

BEST-IN-CLASS

DRIL

L-SH

IP

LAND

COM

PLET

IONS

TEST

ING

HSEQ

HPHT

WELL

RIGS

AD-H

OCEN

GINE

ERIN

GSTU

DIES

P&A

FLEXIBLE

QUAL

ITY

DRIL

L SH

IP

JACK

-UP

DRILL-SHIP

LAND

TEST

ING

HSEQ


WEL

L

RIGACCESS

CONT

RACT

ING

COST

SAV

ING

DECOMMISSIONING

INNOVATIVE

FLEX

IBLE

BEST-IN-CLASSLA

ND

COM

PLET

IONS

TEST

ING

HSEQ


WELL

RIGSLOGISTICS

INTE

GRAT

EDSE

RVIC

ES

FIELDDEVELOPMENT

P&A

EFFICIENCY

INNO

VATI

VE

FLEX

IBLE

QUALITY

DRIL

LING

UPST

REAM

LAND

HPHT


PROCUREMENT

CONT

RACT

ING

AD-HOCENGINEERINGSTUDIES

COSTSAVING

LOGISTICS

INTEGRATED SERVICES

EXPERIENCE

FLEX

IBLE

PERFORMANCE

JACK-UP

SEM

I

COMPLETIONS

TESTING

CORI

NG

HSEQ

DEEP

WAT

ER

WELL

WELL

LOGISTICS

INTE

GRAT

EDSE

RVIC

ES

EFFICIENCY

INNO

VATI

VE

QUALITY

PERFORMANCE

RIGACCESS

PEER-REVIEW

INTE

GRAT

EDSE

RVIC

ES

P&A

INNO

VATI

VE

EXPERTISE

EXPERIENCE

FLEX

IBLE

QUALITY

PERFORMANCE

BEST-IN-CLASS

JACK

-UP

LAND

COM

PLET

IONS

ENGINEERINGSTUDIES

WEL

L

LOGI

STIC

S

P&A

EXPE

RTIS

E

DRILLING

REM

OTEL

OCAT

IONS

SEM

I

DRILL-SHIP

TEST

ING

DEEP

WAT

ER

RIGS

RIGACCESS

SUBS

URFA

CEST

UDIE

S

EXPERIENCE

COM

PLET

IONS

ENGI

NEER

INGS

TUDI

ES

WEL

L

RIGS

CONT

RACT

ING

COSTSAVING

INTE

GRAT

EDSE

RVIC

ES

QUAL

ITY

REM

OTEL

OCAT

IONS

TEST

ING

CORING

WEL

L

RIG

ACCE

SS

AD-HOCENGINEERINGSTUDIES

EFFICIENCY

INNOVATIVE

BEST-IN-CLASS

UPST

REAM

REM

OTEL

OCAT

IONS

DRILL-SHIP

LAND

COMPLETIONS

HSEQ

PEER-REVIEW

INTEGRATEDSERVICES

DECOMMISSIONING

EFFI

CIEN

CY

INNOVATIVE

EXPE

RIEN

CE

QUALITY

PERFORMANCE

BEST

-IN-C

LASS

UPSTREAM

LAND

TEST

ING

CORI

NG

HPHT

ENGI

NEER

INGS

TUDI

ES

RIGS

CONT

RACT

ING

COST

SAVI

NG

P&A

EXPE

RTIS

E

EXPE

RIEN

CE

FLEXIBLE

PERF

ORM

ANCE

REM

OTEL

OCAT

IONS

JACK

-UP

HSEQ

WEL

L

INNO

VATI

VE

EXPE

RTIS

E

PERF

ORM

ANCE

UPSTREAM

REMOTELOCATIONS

LAND

CORING

HSEQ

DEEPWATER

CONT

RACT

ING

P&A

SUBS

URFA

CEST

UDIE

S

EXPERIENCE

QUAL

ITY REMOTELOCATIONS

DRIL

L-SH

IP

SEM

I

COM

PLET

IONS

TEST

ING

DECOMMISSIONING

DRIL

LING

UPST

REAM

SEM

I

TESTING

HSEQ

CONT

RACT

ING

SUBS

URFA

CE S

TUDI

ES

EXPERTISE

EXPERTISE

EXPERIENCE

UPST

REAM

REM

OTEL

OCAT

IONS

TESTING

CORING COST

SAV

ING

SUBS

URFA

CEST

UDIE

S

INNO

VATI

VE

COM

PLET

IONS

HSEQ

HPHT

WEL

L

RIGS

PROCUREMENT

COSTSAVING

P&A

EFFICIENCY

FLEXIBLE

PERFORMANCE

DRILLING

REMOTELOCATIONS

TESTING

HSEQ

HPHT

WEL

L

CONTRACTING

PEER

-REV

IEW

PERF

ORM

ANCE

SEMI

DRIL

L-SH

IP

COMPLETIONS

AD-H

OCEN

GINE

ERIN

GSTU

DIES

COST

SAVI

NG

EFFICIENCY

EXPERIENCE

UPST

REAM

JACK

-UP

HSEQ

RIGS

CONTRACTING

PEER-REVIEW

LOGISTICS

FIEL

DDEV

ELOP

MEN

T

QUALITY

DRIL

LING

JACK

-UP

DRIL

L-SH

IP

TESTING

CORI

NG

RIG

ACCE

SS

CONTRACTING

INTEGRATEDSERVICES

EXPE

RIEN

CEFL

EXIB

LE

UPSTREAM

JACK

-UP

SEMI

LAND

CORING

HPHT

WEL

L

FIELD DEVELOPMENT

FIELD DEVELOPMENT

UPST

REAM

LAND

HSEQ

PROJ

ECTM

ANAG

EMEN

T

QUAL

ITY

DRILL-SHIP

WEL

LCON

STRU

CTIO

NPLA

NNIN

GHP

HT

ENGI

NEER

INGS

TUDI

ES

LOGISTICS

EFFI

CIEN

CY

COMPLETIONS

HPHT


WELL

PROCUREMENT

DECO

MM

ISSI

ONIN

G

P&A

EXPERTISE

UPST

REAM

DRIL

L-SH

IP

LAND

TEST

ING

CORI

NG

CONTRACTING

PEER-REVIEW

P&A

CORI

NGHS

EQ

COSTSAVING

P&A

EXPERTISE

SEM

I

LAND

ENGI

NEER

INGS

TUDI

ES

SUBS

URFA

CEST

UDIE

S

UPSTREAM

JACK

-UP

SEMI

LAND

TEST

ING


ENGINEERINGSTUDIES

RIGS

P&A

QUALITY

UPST

REAM

REMOTELOCATIONS

P&A

EXPE

RTIS

E

REM

OTEL

OCAT

IONS

JACK

-UP

WEL

LCON

STRU

CTIO

NPLA

NNIN

G

CONTRACTING

INTE

GRAT

EDSE

RVIC

ES

P&A

PERF

ORM

ANCE

DRIL

LING

HSEQ

DEEPWATER

WEL

L

P&A

EFFI

CIEN

CY

INNO

VATI

VE

DRIL

LING

JACK

-UP

SEM

I

TEST

ING

HSEQ

WEL

L CO

NSTR

UCTI

ONP

LANN

ING

FIEL

DDEV

ELOP

MEN

T

EFFICIENCY

QUAL

ITY

HSEQ

HPHT

ENGINEERING STUDIES

INNOVATIVE

EXPERTISE

BEST-IN-CLASS

SEMI

DRIL

L-SH

IP

LAND

RIGA

CCES

S

DECOMMISSIONING

INNOVATIVE

FLEX

IBLE

LAND

PROCUREMENT

LOGISTICS

BEST-IN-CLASS

DRIL

LING

JACK

-UP

DRIL

L-SH

IP

LAND

TESTING

WELL

RIGS

SUBSURFACESTUDIES

FLEXIBLE

PROJ

ECTM

ANAG

EMEN

T

RIGS

INTE

GRAT

EDSE

RVIC

ES

P&A

LAND

HSEQ

RIGS

RIG

ACCE

SS

COST

SAVI

NG

EXPE

RIEN

CE

SEMI

LAND


PROJ

ECTM

ANAG

EMEN

T

INNO

VATI

VE

FLEXIBLE

SEM

I

WEL

L

RIGS

COST

SAVI

NG

INNOVATIVE

DRIL

LING

UPST

REAM

SEMI

LAND

TESTING

HSEQ

EXPERIENCE

QUAL

ITY

BEST-IN-CLASS

REMOTELOCATIONS

LAND

REM

OTEL

OCAT

IONS

JACK-UP

CORING

HPHT

RIGA

CCES

S

P&A

FLEXIBLE

QUALITY

BEST

-IN-C

LASS

UPSTREAM

HSEQ

DEEPWATER

P&A

SEM

I

TESTING

CORI

NG

CONT

RACT

ING

COST

SAVI

NG

EFFI

CIEN

CY

DRILLING

CORI

NG

HPHT

ENGINEERING STUDIES

EXPE

RTIS

E

UPST

REAM

JACK

-UP

SEMI

TESTING

HPHT

WELL

EFFI

CIEN

CY

FLEXIBLE

SEMI

EFFI

CIEN

CY

FLEXIBLE

UPST

REAM

HPHT

FIEL

DDEV

ELOP

MEN

T

P&A

SEM

I

CONT

RACT

ING

LAND

CORING

EFFI

CIEN

CY

DRIL

LING

TESTING

HPHT

DEEPWATER

QUAL

ITY

CORI

NG

HSEQ

HPHT

P&A

INNO

VATI

VE

QUAL

ITY

JACK

-UP

SEM

I

LAND

WELL

FLEXIBLE

BEST-IN-CLASS

COMPLETIONS

TESTING

HPHT

P&A

EFFICIENCY

LAND

HSEQ

PEER-REVIEW

EFFI

CIEN

CY

EXPERTISE

REM

OTEL

OCAT

IONS

HSEQ

RIGS

INTEGRATEDSERVICES

DRIL

LING

DRIL

L-SH

IP

LAND

CONT

RACT

ING

DRIL

LING

REM

OTEL

OCAT

IONS

HSEQ

PROJ

ECTM

ANAG

EMEN

T

P&A

TEST

ING

OPER

ATIO

NSSU

PERV

ISIO

N

RIGS

BEST

-IN-C

LASS

DRIL

L-SH

IP

LAND

TESTING

HSEQ

WEL

L

EFFI

CIEN

CY

DRILL-SHIP

HSEQ

INTE

GRAT

EDSE

RVIC

ES

EFFI

CIEN

CY

PERFORMANCE

BEST-IN-CLASS

INNO

VATI

VE

DRILL-SHIP

WELL

P&A

FLEXIBLE

DRILL-SHIP

DRILL-SHIP

EXPERTISE

BEST-IN-CLASS

JACK-UP

TESTING

HPHT

P&A

EXPE

RIEN

CE

RIGS

RIGA

CCES

S

PROCUREMENT

QUAL

ITY

BEST-IN-CLASS

HSEQ

P&A

DRILLING

PERF

ORM

ANCE

FLEX

IBLE

CORI

NG

RIGS

QUALITY

WELL

P&A

QUAL

ITY

JACK

-UP

LAND

TEST

ING

RIGACCESS

DEEP

WAT

ER

P&A

EXPE

RTIS

E

COMPLETIONSHPHT

P&A

TESTING

HSEQ

P&A

INNO

VATI

VE

SEMI

PEER

-REV

IEW

FLEX

IBLE

LAND

HPHT

PEER-REVIEW

P&A

JACK

-UP

RIGS

RIGS

LOGI

STIC

S

LAND

CORING

WELL

P&A

HSEQ

RIG ACCESS

P&A

WELL

P&A

EFFICIENCY

SEMI

RIGA

CCES

S

EXPERTISE

SEMI

DEEPWATER

WEL

L

SEM

I

P&A

LAND

HPHT

P&A

P&A

QUALITY

RIGS

WEL

L

P&A

P&A

INNO

VATI

VE

CORING

RIGS

SEMI

LAND

WELL

DRILLING

WELL

COST

SAVI

NG

JACK-UP

CORING

RIGACCESS

QUALITY

HSEQ

RIGS

P&A

LAND

TESTING

COST

SAVI

NG

PERFORMANCE

HSEQ

EXPERIENCE

HSEQ

HSEQ

WEL

LCON

STRU

CTIO

NPLA

NNIN

G

HPHT

RIGS

JACK-UP

LAND

HSEQ

LOGI

STIC

S

FLEXIBLE

WEL

L

SUBS

URFA

CEST

UDIE

S

DRILL-SHIP

EFFICIENCY

HPHT

WELL

SEM

I

WELL

PROC

UREM

ENT

HSEQ

SEMI

P&A

RIGS

LAND

RIGS

FIEL

DDEV

ELOP

MEN

T

DECO

MM

ISSI

ONIN

G

WEL

L

P&A

P&A

CONTRACTING

SEMI

EFFI

CIEN

CY

DRIL

LING

RIGS

P&A

FLEXIBLE

DRIL

LING

HSEQ

PERF

ORM

ANCE

HPHT

EXPE

RIEN

CE

WELL

HPHT

LAND

RIGS

HPHT

P&A

QUAL

ITY

WELL

WELL

WEL

L

P&A

SEMI

HPHT

RIGA

CCES

S

P&A

LAND

TESTING

HPHT

RIGS

RIGS

QUAL

ITY

WEL

L

SEMI

HSEQ

HSEQ

LAND

CORI

NG

RIGS

DEEP

WAT

ER

QUAL

ITY

SEM

I

WEL

L

CORI

NG

WEL

L

HSEQ

LAND

HPHT

SEM

I

WEL

L

DRIL

L-SH

IP

SEM

I

RIGS

PEER

-REV

IEW

HSEQ

SEMI

RIGS

LOGI

STIC

S

SEM

I

HSEQ

P&ASE

MI

P&A

EXPE

RTIS

E

P&A

RIGS

DRILLING

JACK

-UP

RIGS

INNO

VATI

VE

LAND

CORING

SEM

I

P&A

SEMI

DRIL

LING

SEM

I

WELL

P&A

WEL

L

SEMI

P&A

EXPE

RTIS

E

FLEXIBLE

P&A

RIGS

RIGS

CORING

SEMI

WEL

L

HPHT

SEMI

P&A

TEST

ING

LAND

HPHT

HSEQ

HSEQ

LAND

TEST

ING

WEL

L

UPSTREAM

LAND

HPHT

P&A

LAND

HPHTRIGS

P&A

LAND

HSEQ

JACK-UP

P&A

P&A

LAND

P&A

P&A

P&A

HPHT

SEM

I

RIGS

HPHT

P&A

HPHT

JACK-UP

LAND

EXPERTISE

P&A

SEMI

P&A

P&A

P&A

P&A

RIGS

P&A

WEL

L

RIGS

WELL

WEL

L

P&A

HPHT

RIGS

WELL

P&A

HSEQ

WEL

LP&

A

QUALITY

LAND

RIGS

LAND

WELLCONSTRUCTION

PLANNING

OPER

ATIO

NS

SUPE

RVIS

ION

PROJ

ECT

MAN

AGEM

ENT

RIGACCESS

JACK-UP CORING

RESE

RVES

AUD

ITS

AND

EVAL

UATI

ONS

AGR Sustainability Report

AGR.Pioneering Achievements ™www.agr.com

Table of Contents

1 Statement from CEO 1

2 About this Report 2

3 About AGR 3

4 Stakeholder Engagement 6

5 Governance, Commitment and Engagement 7

6 Performance Indicators 8

7 Contact Details 19

Appendix 1 to the Sustainability Report 20

AGR Sustainability Report 1

1 Statement from CEOThis is AGR's second Sustainability Report covering the activities of our hubs in Norway, UK, Americas and Australia.

Åge Ladro, CEO AGR

AGR's target is to be a responsible company and a goodemployer to its personnel. By offering sustainablebusiness model which creates value to our clients, AGRaims to be the preferred solutions provider for itsclients.

AGR is innovative and develops new solutionsincreasing the operational efficiency and minimisingrisk to the personnel and environment. Ourexperienced staff collaborates with authorities, suppliersand other stakeholders to establish improvedprocedures, processes and working methods toguarantee continuous performance. We are flexible todeliver whole teams or single individuals to clients'

projects wherever and whenever needed.

We care for our staff and invest into the environment and society around us. The internal program, AGR 2014 Challengeraised motivation and engagement among our organisation globally. It urged employees to increase physical activity creatingpositive internal climate and greater loyalty. Over 140 people from our nine offices collectively trained and registered 15,020hours within eight months, raising funds for a charity that was selected by an internal vote.

Being a committed business, AGR has published its Sustainability Report since 2013. The purpose is to include activitiesfrom all of our operating regions and measure the effect of our daily activities.

AGR is a continuously improving organisation and your feedback is important to us - contact us for feedback!

Kind regards

Åge Landro


2 About this ReportThis is AGR’s second Sustainability Report. Compared to the 2013 Report, this year’s Report is expanded to also includeactivities in Australia and America.

This Report covers our performance in 2014.

To select the content for inclusion in the 2014 Sustainability Report, we have used the Global Reporting Initiative (GRI)Reporting Principles of materiality, sustainability context, stakeholder inclusiveness and completeness at a self-declared GRIApplicant Level C. The Applicant Level will be assessed annually.

The GRI content index is given in Appendix 1 to the Sustainability Report, giving an overview of AGR reportedperformance indicators.

AGR is an international company, with activities out of the following countries/regions:

• Norway• United Kingdom (UK)• USA• Australia• Russia• United Arabic Emirates.

All regions but Russia and United Arabic Emirates are covered in this Report. Our objective is to expand the Report to alsoinclude the last regions, covering all AGR activities, in the Sustainability Report for 2015. Only companies were AGR holdsthe majority of the shares (> 50%) and by that is in control of the priorities and decisions, are included in the Report.

AGR’s main activities are planning and execution of drilling operations, on behalf of our Clients. The impact of the drillingoperations is not covered by this Report, although the revenue generated by these activities is included. AGR recommendstechnical and environmental solutions for the projects but is not the final decision maker.

AGR is a service company to the oil and gas industry, owning no oil and gas assets or production.

Information about our business and financial performance is provided in our 2014 Annual Report, ref. Section 6.1 FinancialResults.

AGR has not employed an external agency or organisation to audit the 2014 Sustainability Report.


3 About AGRAGR is a service company to the Oil and Gas industry, our Clients are Oil companies and Rig Owners. The AGR headoffice is in Oslo, Norway.

The operational structure is based on regions, in total 4, each region headed by an Executive Vice President (EVP) or aGeneral Manager, in addition to the Software Solutions division.

The following AGR Companies (legal entities) are covered by this Report:

• AGR Petroleum Services AS (Norway) (100%)• AGR Consultancy Services AS (Norway) (100%)• AGR Facilities Solutions AS (Norway) (90%)• AGR Steinsvik AS (80%)• Well Design Online AS (79%)• AGR (Group) Holdings Ltd (UK) (100%)• AGR Well Management Ltd (UK) (100%)• AGR Software Solutions Ltd (UK) (100%)• AGR Consultancy Solutions Ltd (UK) (100%)• AGR TRACS International Ltd (UK) (100%)• AGR Australia Pty Ltd (100%)• AGR F. J. Brown Inc. (100%).

The AGR ownership in the different entities is given in brackets.

AGR offers services within the following areas:

• Reservoir Management• Well Management• Facilities Solutions• Consultancy• Software Solutions• Training• HSEQ Services.

Well Management being the largest service, both with respect to number of personnel (38,2 %) and revenue (31%). In2014, AGR has planned and executed in total 13 wells for 7 different Clients, in 5 countries:

• Norway• Australia• Benin• Malta• Marocco.

For more information about the different services, reference is made to the Annual Report and to the AGR website, www.agr.com.


AGR personnel celebrating the 500th well milestone accomplished in 2014

The AGR Management System is built in accordance with the following international standards:

• ISO 9001:2008 on Quality Management• ISO 14001:2004 on Environment Management• OSHAS 18001:2007 on Safety and Health Management• ISO 26000:2010 on Social Responsibility.

The system is certified (Corporate Certificates) against:

• ISO 9001:2008 on Quality Management (2010) (Norway, UK and AP)• ISO 14001:2004 on Environmental Management (2012) (Norway, UK).

AGR uses Bureau Veritas as its certification body.

AGR services and software products are marketed under the brand AGR. In addition, some of the Reservoir Managementservices in the UK are marketed under the brand AGR Tracs.

In total, AGR has 253 employees in Norway, UK, Australia and America. In addition using external consultants whenrequired.

AGR Holdings AS, the petroleum services division of Oslo-listed AGR Group ASA, was sold during 2014, to the privateequity company Silverfleet Capital. The transaction was closed 01.09.2014. By that, AGR Holdings AS was taken out of theOslo-listed company. Other than that, there have been no significant changes to AGR or AGR activities during 2014.


In 2014 AGR received the following award:

Id Description From Region1 Bronze award in respect of UKCS Supply Chain Code

of PracticeSCCoP - Supply Chain Code of Practice UK

Received Awards in 2014


4 Stakeholder EngagementThe following groups are considered AGR stakeholder groups:

• Shareholders• Creditors• Clients• Contractors• Employees and their families• Authorities.

AGR has regular communication with our stakeholders on different levels throughout the year, reporting on status andprogress on the business, on projects, on performance as relevant. Employees' families are ad-hoc invited to different socialarrangements and given a brief status on AGR activities and performance.

AGR does not have any regular communication with the Authorities.

Some of the stakeholder groups were involved in defining the AGR Scope for our sustainability monitoring and reporting.The stakeholder groups assessed as closest to AGR were selected. In January 2012, a questionnaire was sent out to thefollowing stakeholder groups:

• Shareholders• Creditors• Clients• Contractors• Employees.

The questionnaire was fairly extensive, and the same questionnaire was sent to all groups, covering all the different aspectswithin GRI. The feedback rate was good.

Based on the feedback, a materiality assessment was done, summarized below:

The reported performance indicators are from the aspects assessed as the 10 most important as given above. In addition,performance indicators from the aspects ‘Emissions, effluents and waste’ and ‘Energy’ are reported.


5 Governance, Commitment andEngagementThe structure of the AGR highest governance body, the Board of Directors, is illustrated below.

* Changed per 01 August 2014 due to sale of AGR Holdings AS

The Audit Committee reviews drafts of quarterly and annual accounts before these are presented to and approved by theBoard of Directors. In connection with its review of the accounts, the Committee has discussions with management, andthe external auditor. One of the Audit Committee’s responsibilities is to ensure that the Group has independent and effectiveexternal audit procedures. At least once a year, the Committee meets with the auditors without any members frommanagement present.

The duties of the Nomination Committee are to give recommendations to the General Meeting on election of shareholderelected members, and deputy members, if any, to the Board of Directors. Further, the Nomination Committee shall proposethe remuneration to the members of the Board of Directors. The Nomination Committee shall also give recommendationson election of new members to the Nomination Committee.

Furthermore a Remuneration Committee has been established, providing advice to the Board on CEO compensation,Executive Compensation and overall guidance on bonus, share awards and remuneration for the employees of AGR.

The Chairman of the Board, Mr. Olav Fjell, is not an Executive Officer in AGR.

Details on the Board members are given in Section 6.7 Diversity and Equal Opportunities.

A list of AGR stakeholder groups is given in Section 4 Stakeholder Engagement.

The shareholders are invited to participate and give any recommendations and/or directions to the Board through theAnnual General Meeting. Accordingly, the employees can influence through the line management.


6 Performance Indicators

6.1 Financial Results

For an overview of the AGR financial results, reference is made to the Annual Report available at Brønnøysund.

Coverage of the defined benefit plan obligations is described in Note 19. AGR does not receive any material financialassistance from any government. An overview of AGR donations, charity contributions and sponsorships is given in thetable below.

AGR Donations, Charity Contributions and Sponsorships during 2014Id. To: Type: Value: Currency: Region: NOK:1 Bergstuderendes Forening at NTNU Donation 25 000 NOK Norway 25 0002 Movember Foundation Donation 1 000 NOK Norway 1 0003 SPE Oslo Donation 20 000 NOK Norway 20 0004 The Geological Society Donation 1 500 GBP UK 17 7805 OPITO Petrochallenge Donation 5 000 GBP UK 59 2656 Bus for Rugby Trip Donation 250 GBP UK 2 9637 Paul Lawrie Skibo Challenge Donation 3 000 GBP UK 35 5608 Alan Searle, Movember donation Donation 20 GBP UK 2379 UNICEF Charity 3 340 USD Worldwide 27 094

AGR challenged its employees to be physically active and register the activities during the last eight months of 2014. Theobjective was to achieve minimum of 10 694 hours of positive activities, and the most active male and female employeeswere given a prize. We achieved 15 020 hours, resulting in a charity contribution to UNICEF of USD 3 340.

AGR does not give any financial or in-kind contributions to political parties, politicians or related institutions, in anycountry.

AGR always strives to hire locally in all regions. However there is no specific global policy established. In the UK, thecompany needs to document that we have tried to employ locally before we can consider candidates from outside the EU. Inall regions, “Senior management” is defined as people with departmental responsibility. The majority of Senior Managementin the regions are from the local community.

6.2 Market Presence

Overall, there has been a shortage of qualified personnel within the industry, this changed during 2014. AGR seeks toexplore several ways of finding qualified personnel; we employ senior personnel who have retired from other companieswithin the industry (not full-time employees) and we contribute actively to promote oil and gas studies amongst students atuniversity and middle school.


AGR has established and implemented an anti-bribery and corruption policy in accordance with the UK Anti-bribery Actfrom 2010. This policy has been presented to all employees and employees confirm reading and understanding the intentionof the policy by signature.

6.3 Corruption

AGR conducted anti-bribery and corruption training for the management teams in 2012, set-up by an international lawfirm.

2014The total number of business units analysed for risks related to corruption 1The percentage of business units analysed for risks related to corruption 20%The percentage of total number of management employees who have received anti corruption training (trainingin AGR policies and procedures) during the reporting period1

0%

The percentage of total number of non-management employees who have received anti corruption training(training in AGR policies and procedures) during the reporting period1

< 5%*

Anti-corruption Training

*New employees in AGR1No formal training done, however all employees confirm reading and understanding the AGR anti-bribery and corruptionpolicy by signature. Projects in 'high risk' areas are given a project specific introduction based on our policy.


6.4 Employment

There are in total 253 employees in AGR in Norway, UK, Australia and Americas. Details on the employment are givenbelow.

Employees and Supervised WorkersTotal Employees Female Male105 39 66

Total Supervised Workers0 0 0

Total Workforce Broken Down By Employees, Supervised Workers and Gender

UK (office in Aberdeen and Guildford)

Associates Consultants30 11

Total portion of Work Performed by Self Employed Workers or individuals other than Employees or Supervised Workers

Breakdown of Employees Total Part-Time Female Male11 8 3

Total Full-Time94 31 63

Breakdown of Employees by Contract Type & Gender

Total Employees and Supervised WorkersTotal Employees Female Male115 35 66



Norway (office in Oslo, Stavanger and Trondheim)

Associates Consultants Contractors7 70 -



Total Full-Time 111 33 78



Australia (office in Perth)




Associates Consultants Contractors3 3 -





America (office in Houston)




Associates Consultants Contractors- - -





There are no seasonal variations in the AGR employment of personnel.

AGR has a Safety organization in Norway. The safety organization consists of 4 safety areas with a safety delegate:

6.5 Occupational Health and Safety

• Oslo Office• Stavanger Office• Trondheim Office• Offshore

A Main Safety Delegate is elected within the safety delegates. Per date the Safety Delegate in the Stavanger office is the MainSafety Delegate.


The AGR Working Environment Committee (WEC) consists of 5 members:

• The Main Safety Delegate• Member elected from the employees directly from the employees, per date the safety delegate in Trondheim• The VP HR• The SVP HSEQ• Representative from the Health Services provider (no voting).

The WEC has scheduled 4 meetings per year.

2014The percentage of the employees in Norway, UK, Australia and Americas represented by the safety organisationand the WEC

46 %

The percentage of the employees in Norway represented by the safety organisation and the WEC 100 %The percentage of total workforce in Norway (employees, hired personnel, contractors, consultants, associates)represented by the safety organisation and the WEC

64 %

The Percentage of Employees represented by the Safety Organisation and WEC

AGR monitors and reports HSE statistics on two levels:

• For AGR as a Company• For our Well Management projects.

Even though the environmental impact from the well management projects are not reported, ref. Section 2 About thisReport, the HSE statistics from the projects are included below.

Description 2014Norway UK Australia Americas

Injury rate (IR) for total workforce (total employees plus supervisedworkers) by region

0 0 0 0

Injury rate for independent contractors working on-site to whom AGR isliable for the general safety of the working environment by region andgender

0 0 0 0

HSE Statistics for AGR


Occupational diseases rate (ODR) for the total workforce (total employeesplus supervised workers) by region

0 0 0 0

Occupational diseases rate (ODR) for independent contractors workingon-site to whom AGR is liable for the general safety of the workingenvironment, by region

0 0 0 0

Lost day rate (LDR) for the total workforce (total employees plussupervised workers) by region

0 0 0 0

Lost day rate (LDR) for independent contractors working on-site towhom AGR is liable for the general safety of the working environment, byregion

0 0 0 0

Absence rate (AR) for the total workforce (total employees plus supervisedworkers) by region

3.1% 0.8 % 0.4% 0.3%

Absence rate (ODR) for independent contractors working on-site towhom AGR is liable for the general safety of the working environment, byregion

Notregistered

Notregistered

Notregistered

Notregistered

Absolute number of fatalities for the total workforce (total employees plussupervised workers) by region and gender

0 0

Absolute number of fatalities for independent contractors working on-siteto whom AGR is liable for the general safety of the working environment,by region

0 0 0 0

Fatalities broken down by cause n/a n/a n/a n/aThe measures taken to avoid future fatalities Risk

ManagementprocessesFocus on

continuousimprovements

RiskManagement

processesFocus on


RiskManagement

processesFocus on


RiskManagement

processesFocus on


Minor personnel injuries (first aid incidents) are not included in the statistics. Lost day starts the first day after the incident.

Description 2014Norway UK Australia

Fatalities 0 0 0Lost time incidents (LTI) 3 1 2Restricted Work Case (UK only, not used in Norway) 0 1** 0Medical Treatment Incident (MTI) 2 3 0Recordable personnel injury incident rate (per million working hours) 6.1 11.6 11.0High Potential Incidents 2 4 0Acute discharges to sea 10 4 4Dropped objects (E > 40 Joule) 5 2 5

For AGR Well Management Projects*

*No Well Management projects run out of the Americas office

** Incident on supply vessel

AGR has not been subject to fines or non-monetary sanctions for non-compliance with environmental laws and regulations.


6.6 Training and Education

AGR has an annual Performance Appraisal Process. Details on this Process are given below.

Region Total percentage employeeparticipation

Change from 2013

UK 82 % - 9 %Norway 91 % 3 %Australia 92 % -Americas -

Performance Appraisal Participation

The percentage of total employees by gender who received a formal Performance Appraisal and Review during the reportingperiod.

Region Male FemaleUK 74 % 92 %

Norway 89 % 94 %Australia 87,5 % 100 %Americas - -

Details on Appraisal and Review

Composition of governance bodies and breakdown of employees per employee category according to gender, age group,minority group membership, and other indicators of diversity are given in Tables below.

6.7 Diversity and Equal Opportunities

Norway UK Australia Americas% of employees by gender Female: 34.7

Male: 65.3Female: 37.1



Male: 80.0Change from last year, % female 5.4 -3.6 - -% of employees in MinorityGroups1)

15.8 7.6 53.8 0.0

Change from last year 1.1 2.1 - -% of employees by age group Below 30: 17.8

Between 30 - 50:58.4

Above 50: 23.8

Below 30: 21.9Between 30 - 50:

50.0Above 50: 28.1

Below 30: 28.6Between 30 and 50:

57.1Above 50: 14.3

No data

% Minority Groups by gender Female: 31.3Male: 68.7

Female: 37.5Male: 62.5

Female: 28.6Male: 71.4

n/a

Breakdown of Employees

1) Minority Group:

- Norway: individual that does not have a Norwegian citizenship

- UK: individual that does not have a UK citizenship

- Australia: individual that does not have a Australian citizenship

- Americas: individual that does not have a American citizenship

The AGR Holdings AS Board of Directors consists of six members, out of which two are internal.

The Board of Directors consists of 100% male members and the age distribution of the members is:


Age NoAge < 30 years 030 < Age < 50 years 4Age > 50 years 2

Age Distribution of Members of the Board of Directors

Based on the definition of Minority Group we have used in this Report[1], one out of six of the Board members represents theMinority Group.

Customer health and safety is only considered relevant for our Well Management projects, and avoiding health and safetyimpact to personnel during drilling operations executed by AGR on behalf of our Clients, is first priority.

6.8 Customer Health and Safety

The AGR service is related to planning of, execution of and reporting of drilling operations on behalf of our Clients. Allprojects are subject to thorough risk assessments to identify, mitigate and control risk to personnel, and we are continuouslyevaluating improvement areas. Hence, 100% of the AGR services where this is relevant are covered by this procedure.

AGR has not had any incidents (0) related to health and safety resulting in fines or penalty.

AGR has not had any incidents (0) related to health and safety resulting in a warning.

AGR has not had any incidents (0) related to health and safety resulting in non-compliance with voluntary codes.

An overview of AGR project HSE statistics is given in Section 6.5 Occupational Health and Safety.


6.9 Energy

The AGR direct energy consumption is related to:

• AGR car, petrol car used for business travels within the Aberdeen area, replaces/limit the use of taxis, in total used103 liters of petrol during 2014.

• Use of natural gas for heating of the Aberdeen office; 30834,6 units = 344 231 KWh• Power consumption for heating, lighting and operation of equipment (pc’s, printers, servers, kitchen machines etc);

Oslo Stavanger Trondheim Aberdeen1 Guildford Perth HoustonTotal power consumption in 2014(kWh)

282 789 242 650 15 080 563 160 61 594 48 000 No data

Office size (m2) 2 463 1 206 104 1 669.7 475.6 420 1000Power consumption kWh per m2 114.8 201.2 145.0 337,3 129,5 114,3 -Change from 2013 (%) 12.6 -6.4 -43.1 12.9 42,8 - -

Power Consumption in AGR Offices

1Including gas consumption, ref above.

Emissions from AGR activities are related to:

6.10 Emissions, Effluents and Waste

• Running of offices• Travels by airplane• Company car.

An overview of energy consumption from running the AGR offices is given in Section 6.9 Energy above. Estimatedcorresponding greenhouse gas (GHG) emissions are given below.


Oslo Stavanger Trondheim Aberdeen Guildford Perth HoustonTotal power consumption in 2014(kWh)

282 789 242 650 15 080 563 160 61 594 48 000 -

Greenhouse gas equivalences (metrictons)1

195 167 10.4 388 42,4 33.1 -

Greenhouse Gas Equivalences

1Calculated by use of the US EPA Greenhouse gas equivalence calculator, http://www.epa.gov/cleanenergy/energy-resources/calculator.html#results.

The travel activities are summarised below. This overview includes project related travels as well as travels with an internalrationale, all return flights. AGR has invested in at least one video conference system in each office, to limit the travelactivities to the extent possible. These systems are frequently used, but with a potential for further use.

No of domestictravels

No of travels todestination in

Europe

No of travels todestination

outside Europe

Travels on behalfof Clients (%)

Norway 917 390 87 75UK 346 204 402 85Australia 14 4 6 40Americas - - - 99Total 1277 598 495Greenhouse gas equivalences (metric tons)1,2 269.3 192,6 414,5Greenhouse gas equivalences (metric tons), total 838,7

3.5 per employeeThis corresponds to the annual

greenhouse gas emissions from 177passenger vehicles3.

Average emission of GHG percitizen of the world is 6.5 metric

tons4

Change (%) from 2013 -7.0

Summary of AGR Travels

1The following assumptions are made; domestic travels – 500 km; travels to destinations in Europe - 1000 km, travels todestinations outside Europe – 6000 km2Greenhouse gas emission factors from LIPASTO, www. lipasto.vtt.fi 3Calculated by use of the US EPA Greenhouse gas equivalence calculator, http://www.epa.gov/cleanenergy/energy-resources/calculator.html#results4www.klimakalkulatoren.no5 Travels not tracked in Americas

The company cars used in Aberdeen consumed in total 103 liters of petrol during 2014. This corresponds to emission of 2.0metric tons of CO2 equivalences.

Effluents from AGR activities are related to normal operation of offices. This is not monitored or quantified.


Waste from AGR activities are related to normal operation of offices. We focus on limit the amount of waste generated andon sorting and recycling of waste. The following fractions are sorted:

• Paper and cardboards• Batteries• Toners• Fluorescent tubes• Glass (UK only)• Aluminum cans (UK only)• Plastics (UK only)• Electrical waste.

The different fractions are delivered through carriers with approved licenses. The amount of the different fractions is notquantified.


7 Contact DetailsFor any comments or questions to this report, please contact the AGR SVP HSEQ, Tove Magnussen, [email protected].


Appendix 1 to the Sustainability Report

Application Level Assured by

ProfileDisclosure Disclosure

Level of reporting

Location of disclosure For partially reported disclosures, indicate the part not reported

Reason for omission

1.1 Statement from the most senior decision-maker of the organization. Fully Letter from the CEO1.2 Description of key impacts, risks, and opportunities. Not


Level of reporting


Reason for omission

2.1 Name of the organization. Fully About AGR2.2 Primary brands, products, and/or services. Fully About AGR

2.3Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. Fully About AGR

2.4 Location of organization's headquarters. Fully About AGR

2.5

Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. Fully About AGR

2.6 Nature of ownership and legal form. Fully About AGR

2.7Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). Fully About AGR

2.8 Scale of the reporting organization. Fully About AGR2.9 Significant changes during the reporting period regarding size, structure, or ownership. Fully About AGR2.10 Awards received in the reporting period. Fully About AGR


Level of reporting


Reason for omission

3.1 Reporting period (e.g., fiscal/calendar year) for information provided. Fully About this Report3.2 Date of most recent previous report (if any). Fully About this Report3.3 Reporting cycle (annual, biennial, etc.) Fully About this Report3.4 Contact point for questions regarding the report or its contents. Fully Contact Details3.5 Process for defining report content. Fully About this Report

3.6Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. Fully About this Report

3.7State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope). Fully About this Report

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. Fully About this Report

3.9

Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. Explain any decisions not to apply, or to substantially diverge from, the GRI Indicator Protocols. Not

3.10

Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g.,mergers/acquisitions, change of base years/periods, nature of business, measurement methods). Fully About this Report

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

3.12 Table identifying the location of the Standard Disclosures in the report. Fully Appendix 13.13 Policy and current practice with regard to seeking external assurance for the report. Fully About this Report


Level of reporting


Reason for omission

4.1

Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. Fully

Governance, Commitment and Engagement

4.2 Indicate whether the Chair of the highest governance body is also an executive officer. FullyGovernance, Commitment and

Engagement

4.3

For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. Fully Diversity and Equal Opportunites

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

Governance, Commitment and Engagement

4.5

Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance). Not

4.6Processes in place for the highest governance body to ensure conflicts of interest are avoided. Not

4.7

Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity. Not

4.8

Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. Not

4.9

Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. Not

4.10Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance. Not

4.11Explanation of whether and how the precautionary approach or principle is addressed by the organization. Not

4.12Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. Not

4.13

Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: * Has positions in governance bodies; * Participates in projects or committees; * Provides substantive funding beyond routine membership dues; or * Views membership as strategic. Not

4.14COMM List of stakeholder groups engaged by the organization. Fully Stakeholder Engagement4.15 Basis for identification and selection of stakeholders with whom to engage. Fully Stakeholder Engagement

4.16Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. Not

4.17COMM

Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Not

Explanation for the reason for omission4. Governance, Commitments, and Engagement

3. Report ParametersExplanation for the reason for omission

Explanation for the reason for omission

G3.1 Content Index - Oil & Gas Sector Supplement

STANDARD DISCLOSURES PART I: Profile Disclosures1. Strategy and Analysis


2. Organizational Profile


STANDARD DISCLOSURES PART II: Disclosures on Management Approach (DMAs)

G3.1 OGSS DMAs Disclosure

Level of reporting


Reason for omission


To be reported in

DMA ECEconomic performance NotMarket presence, including local content NotIndirect economic impacts NotReserves Not

DMA ENMaterials Not

EnergyCOMM NotWater NotEcosystem services including biodiversity NotEmissions, effluents and waste NotProducts and services NotCompliance NotTransport NotOverall Not

DMA LAEmployment NotLabor/management relations NotOccupational Health and SafetyCOMM NotTraining and education NotDiversity and equal opportunity NotEqual remuneration for women and men Not

DMA HRInvestment and procurement practices NotNon-discrimination NotFreedom of association and collective bargaining NotChild labor NotPrevention of forced and compulsory labor NotSecurity PracticesCOMM NotIndigenous rightsCOMM NotAssessment NotRemediation Not

DMA SOLocal communitiesCOMM NotCorruptionCOMM Not

Public policy NotAnti-competitive behavior NotCompliance NotEmergency preparedness NotInvoluntary resettlement NotAsset integrity and process safety Not

DMA PRCustomer health and safety NotProduct and service labelling NotMarketing communications NotCustomer privacy NotCompliance NotFossil fuel substitutes Not

STANDARD DISCLOSURES PART III: Performance Indicators

Indicator Disclosure

Level of reporting


Reason for omission


To be reported in

EC1COMM

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. Fully

Consolidated Income StatementDonations and Charity

Contributions

EC2COMM

Financial implications and other risks and opportunities for the organization's activities due to climate change. Not

EC3 Coverage of the organization's defined benefit plan obligations. FullyPerformance Indicators - Financial

Results

EC4 Significant financial assistance received from government. FullyPerformance Indicators - Financial

Results

EC5Range of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation. Not

EC6COMM

Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation. Not

EC7COMM

Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation. Fully

Performance Indicators - Market Presence

EC8COMM

Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement. Not

EC9COMM

Understanding and describing significant indirect economic impacts, including the extent of impacts. Not

OG1 Volume and type of estimated proved reserves and production. Not


Level of reporting


Reason for omission


To be reported in

EN1COMM Materials used by weight or volume. NotEN2COMM Percentage of materials used that are recycled input materials. Not

EN3 Direct energy consumption by primary energy source. Fully Performance Indicators - EnergyEN4 Indirect energy consumption by primary source. NotOG2 Total amount invested in renewable energy. NotOG3 Total amount of renewable energy generated by source. NotEN5 Energy saved due to conservation and efficiency improvements. Not

EN6Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives. Not

EN7 Initiatives to reduce indirect energy consumption and reductions achieved. Not

Aspects

Aspects

Aspects

Aspects

Aspects

Economic

Economic performance

Market presence

Indirect economic impacts

Environmental

Materials

Energy

Disclosure on Management Approach PR

Disclosure on Management Approach EC

Disclosure on Management Approach EN

Disclosure on Management Approach LACOMM

Disclosure on Management Approach HR

Disclosure on Management Approach SOAspects


EN8COMM Total water withdrawal by source. Not

EN9COMM Water sources significantly affected by withdrawal of water. NotEN10 Percentage and total volume of water recycled and reused. Not

EN11Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas. Not

EN12Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas. Not

EN13 Habitats protected or restored. NotEN14COMM Strategies, current actions, and future plans for managing impacts on biodiversity. Not

OG4Number and percentage of significant operating sites in which biodiversity risk has been assessed and monitored. Not

EN15Number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk. Not

EN16COMM Total direct and indirect greenhouse gas emissions by weight. FullyPerformance Indicators -

Emissions, effluents and waste

EN17COMM Other relevant indirect greenhouse gas emissions by weight. Not

EN18COMM Initiatives to reduce greenhouse gas emissions and reductions achieved. NotEN19 Emissions of ozone-depleting substances by weight. NotEN20COMM NOx, SOx, and other significant air emissions by type and weight. NotEN21 Total water discharge by quality and destination. NotEN22COMM Total weight of waste by type and disposal method. Not

OG5 Volume of formation or produced water. NotEN23COMM Total number and volume of significant spills. Not

OG6 Volume of flared and vented hydrocarbon. NotOG7 Amount of drilling waste (drill mud and cuttings) and strategies for treatment and disposal. Not

EN24

Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally. Not

EN25Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff. Not

EN26COMM

Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. Not

EN27 Percentage of products sold and their packaging materials that are reclaimed by category. NotOG8 Benzene, Lead and Sulfur content in fuels. Not

EN28Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations. Fully

Perfornance Indicators - Occupational Health and Safety

EN29Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce. Not

EN30 Total environmental protection expenditures and investments by type. Not


Level of reporting


Reason for omission


To be reported in

LA1Total workforce by employment type, employment contract, and region, broken down by gender. Fully

Performance Indicators - Employment

LA2Total number and rate of new employee hires and employee turnover by age group, gender, and region. Not

LA3Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations. Not

LA15 Return to work and retention rates after parental leave, by gender. Not

LA4 Percentage of employees covered by collective bargaining agreements. Not

LA5Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements. Not

LA6

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

Performance Indicators - Occupational Health and Safety

LA7COMM

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

Performance Indicators - Occupational Health and Safety

LA8Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases. Not

LA9 Health and safety topics covered in formal agreements with trade unions. Not

LA10 Average hours of training per year per employee by gender, and by employee category. Not

LA11Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. Not

LA12Percentage of employees receiving regular performance and career development reviews, by gender. Fully

Performance Indicators - Training and Education

LA13

Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity. Fully

Performance Indicators - Diversity and Equal Opportunities

LA14Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation. Not


Level of reporting


Reason for omission


To be reported in

HR1

Percentage and total number of significant investment agreements and contracts that include clauses incorporating human rights concerns, or that have undergone human rights screening. Not

HR2Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken. Not

HR3Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained. Not

Emissions, effluents and waste

Products and services

Compliance

Transport

Overall

Social: Labor Practices and Decent Work

Employment

Labor/management relations

Occupational health and safety

Training and education

Diversity and equal opportunity

Social: Human Rights

Investment and procurement practices

Equal remuneration for women and men

Water

Biodiversity


HR4 Total number of incidents of discrimination and corrective actions taken. Not

HR5

Operations and significant suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and actions taken to support these rights. Not

HR6Operations and significant suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor. Not

HR7

Operations and significant suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor. Not

HR8COMM

Percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations. Not

HR9COMM

Total number of incidents of violations involving rights of indigenous people and actions taken. Not

HR10Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. Not

OG9Operations where indigenous communities are present or affected by activities and where specific engagement strategies are in place. Not

HR11Number of grievances related to human rights filed, addressed and resolved through formalgrievance mechanisms. Not


Level of reporting


Reason for omission


To be reported in

SO1Percentage of operations with implemented local community engagement, impact assessments, and development programs. Not

SO9COMM Operations with significant potential or actual negative impacts on local communities. Not

SO10COMM

Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities. Not

OG10Number and description of significant disputes with local communities and indigenous peoples. Not

OG11Number of sites that have been decommissioned and sites that are in the process of being decommissioned. Not

SO2 Percentage and total number of business units analyzed for risks related to corruption. FullyPerformance Indicators -

Corruption

SO3 Percentage of employees trained in organization's anti-corruption policies and procedures. FullyPerformance Indicators -

Corruption

SO4 Actions taken in response to incidents of corruption. FullyPerformance Indicators -

Corruption

SO5COMM Public policy positions and participation in public policy development and lobbying. Not

SO6Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country. Fully

Performance Indicators - Financial Results

SO7Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes. Not

SO8COMM

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations. Fully

Performance Indicators - Corruption

OG12Operations where involuntary resettlement took place, the number of households resettled in each and how their livelihoods were affected in the process. Not

OG13 Number of process safety events, by business activity. Not


Level of reporting


Reason for omission


To be reported in

PR1

Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures. Fully

Performance Indicators - Customer Health and Safety

PR2

Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes. Not

PR3Type of product and service information required by procedures, and percentage of significant products and services subject to such information requirements. Not

PR4Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes. Not

PR5Practices related to customer satisfaction, including results of surveys measuring customer satisfaction.

PR6Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship. Not

PR7

Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes. Not

PR8Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data. Not

PR9Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services. Not

OG14 Volume of biofuels produced and purchased meeting sustainability criteria. Not

Asset Integrity and Process Safety

Product and service labelling

Marketing communications

Customer privacy

Social: Product Responsibility

Customer health and safety

Child labor

Prevention of forced and compulsory labor

Compliance

Local communities

Biofuels

Security practices

Indigenous rights

Social: Society

Non-discrimination

Freedom of association and collective bargaining

Compliance

Assessment

Remediation

Corruption

Public policy

Anti-competitive behavior

Involuntary resettlement

www.agr.comANNUAL REPORT 2012

www.agr.com

agr sustainability report 2014 sustainability report 2014 sm.pdfengineering studies well management...

Documents