ras laffan power company - rlpc.co sustainability dev report 02.pdf · sustainability development...

Sustainability Development Report

RAS LAFFAN POWER COMPANY

2013

We hope that this report provides an insight into the business progress & our performance against the sustainability targets and objectives.

His Highness Sheikh Tamim Bin Hamad Al-Thani

Emir of the State of Qatar

H.H. Sheikh Hamad bin Khalifa Al ThaniThe Father Emir

Sustainability Development Report - 2013 1

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Table of ContentsCompany Overview

Introduction .....................................................................................................................3

Our Vision .........................................................................................................................4

Our Mission .....................................................................................................................4

Our Values ........................................................................................................................4

Message from Our MD ...........................................................................................5

Organizational Structure .......................................................................................6

KAHRAMAA ....................................................................................................................7

Management Strategy

Governance Structure .............................................................................................9

Sustainable Approach .............................................................................................11

Sustainable Approach MD Review .......................................................................................................................11

Our People ...................................................................................11

Values and Standards ..................................................................11

Operational Highlights ................................................................12

Palmt Highlights ..........................................................................12

Performance Excellence (PEX) Projects .....................................12

Responsible Stewardship

Occupational Health and Safety .....................................................................13

Financial Result .............................................................................................................23

Water Management ..................................................................................................25

Energy & Environmental Management ......................................................29

Adding and Sharing Values

Our Stakeholders ........................................................................................................35

Our Employees .............................................................................................................36

Our Communities ........................................................................36

Workforce

Overview ............................................................................................................................39

Employee Relation Committee ........................................................................40

Qatarization .....................................................................................................................40

Socio-Economic

Health Training for Housewives .......................................................................43

Annual Day Celebration with Family ............................................................44

Environment Day with Children .......................................................................44

National Day at RLPC ..............................................................................................44

Sports Day at RLPC ...................................................................................................45

Abbreviations and Acronyms ...................................................................................................................................................47

Assurance GRI Index ...........................................................................................................................48

Sustainability Development Report - 2013

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Company Overview

Ras Laffan Power Company (RLPC), founded in 2001, is the very first Independent Water and Power Plant (IWPP) in Qatar. The plant was built in RLPC Industrial city located on the Persian Gulf approximately 80 kilometers north east of Doha, the capital city. It is an integrated facility, where Power generation with combined cycle Power plant and potable water production with Multistage Flash Distillation process operating in tandem to provide abundant, reliable, safe and clean electricity and water to the residence of the State of Qatar, the most prosperous nation in the middle east. The facility attained its full production capacity in May 2004 and has net production capacity of 756 MW power and 40 MIGD (Million Imperial Gallons per Day) of water. It’s operating under a 25-year Power and Water Purchase Agreement (PWPA) with KAHRAMAA, the off taker, which is responsible for regulating and maintaining supply of Electricity & Water to customers all over Qatar. The Company was formed as joint venture between AES Global Corporation of USA, Qatar Electricity and Water Company (QWEC), Qatar Petroleum and Gulf Investment Corporation of Kuwait. In October 2010, QEWC purchased the shares held by AES Global Corporation increasing its ownership to 80%. Along with this deal QEWC also acquired full

Qatar is a dynamic symbol of the modern Middle East. Large oil

and Natural Gas reserves have made Qatar the

highest per-capita income country in the world.

With Qatar experiencing explosive growth during

recent decades, the nation’s demand for both

electricity and potable water has been increasing

every day. To deal with both the

needs the county decided to build Independent

Water and Power Plants (IWPP), following an Emiri

decree in 2001.

rights of operating the facility by purchasing 70% shares held by AES Global Corporation in RLPC Operating Company (ROC). RLPC is a joint venture Company owned by Qatar Electricity & Water Company (Q.S.C) (80%), Qatar Petroleum (10%) and Gulf Investment Corporation (10%). RLPC has a 25 year Power and Water Purchase Agreement with KAHRAMAA and 25 year Fuel and Seawater Supply as per the Agreement with Qatar Petroleum. Currently, RLPC contributes 9.2% of Country’s power and 14% of water supply. As per Operations & Maintenance Contract, RLPC is managed by Ras Laffan Operating Company W.L.L. (ROC). RLPC is committed to maintain its position as a key partner in the economic growth of Qatar and is keen to expand new Power and Water projects. Since its inception, RLPC has given pronounced emphasis to the training and intake of Qatari nationals. The Company pays adequate attention to have a strong and qualified Qatari Nationals’ presence across all facets of its operations. RLPC has 86 permanent employees, and it outsources contractor staff for assisting in day to day work. Permanent employees are a very much mixed blend of different nationalities mostly from Asian origin; RLPC represents a good number of Qatari National in its team.

Introduction


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“Comprehensive development is our main goal in striving for the progress and prosperity of our people.”

H.H. Sheikh Hamad bin Khalifa Al Thani,The Father Emir

To contribute towards welfare of Qatar by

providing Safe and Clean Reliable Power

& Water.

Our Vision

We strive to achieve and maintain Operational

Excellence so as to maximize the benefit to the

stakeholders, all in a manner consistent with the

Code of Business Conduct and Ethics.

Our Mission

Our Values • We put Health Safety and Environment first

• We Act with Integrity

• We have Teamwork Culture

• We Commit to Excellence

• We are Socially Responsible


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It gives me immense pleasure to present RLPC’s “SUSTAINABLE DEVELOPMENT REPORT-2013”, the 3rd one. This annual Sustainability Report documents our achievements and progress in 2013 toward our vision to earn stakeholders for life and enhance the lives of our employees while protecting the planet.

Our sustainability solutions for water and energy deliver what we describe as an environmental return on investment, or eROI, for our stakeholders by both shrinking their environmental footprint and their total cost of operations.

Our success is attributed to both the vision of leadership and the dedicated team of highly skilled and motivated people. We value our people the most and ensure that our people enjoy their work. We provide them the opportunities to explore, learn and grow within the organization and ultimately lead the national industrial growth.

“I assure that the sustainability will continue to be a priority at RLPC. In fact, it is our key to drive for productivity gains and an important element of what will become our new culture.”

Being OHSAS 18001 and ISO 14001 certified Company; we place high emphasis on Health, Safety and preservation of environment in tandem with our business goals. Safety of our people is of paramount importance for us. We firmly believe that good safety performance is an integral part of efficient and profitable business management. In order to attain the goal of complete safety at work we have charted out a comprehensive health and safety program for our employees, visitors and contractors. We endeavor to incorporate latest safety methods along with best practices and maintain excellent standards of Health, Safety & Environment in the industry.

Our people exhibits highest level of integrity and professionalism which is a cornerstone of our Company culture. RLPC consider Qatarization as one of its most important priorities and will continue to deploy its resources for the achievement of higher level of Qatarization.

As the industry of electricity and water is set to grow exponentially in near future, we believe in continually improving

We manage our business responsibly as per Qatar National Vision-2030

and Ministry of Energy and Industry Guideline in Order to be Sustainable.

Mr. Mubarak Al-Nasr, MD

our technical abilities and performance to play a significant role in Qatar’s Economy.

I assure you that sustainability will continue to be a priority of RLPC. In fact, it is our key to drive for productivity gains and an important element of what will become our new culture. In the pages that follow, you’ll read more about the progress RLPC is making in our five sustainability focus areas.

Let me take this opportunity to thank Our HSE team without whom we simply could not have come this far this fast in guiding our company’s sustainability efforts. Finally, I want to thank all of our employees and stakeholders who have been part of this journey to become a more sustainable company. Your ideas, comments and feedback have made us better.

I invite you to explore in detail this Sustainability Report to learn more about our performance in our own operations and for our stakeholders, and how the people of RLPC daily demonstrate our dedication to sustainability.

We welcome your feedback.

Message from Our MD


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Organization Chart

RASLAFFAN OPERATING COMPANY WLL

Mechanical

Maintenance

Team12

Mech. Maint.

TL

Elec. &

Inst

TL

CCR

TL

Water Block

TL

PB & HSE

TL

Support Serv.

TL

Finance & HR

TL

CFOOperations Manager

ExecutiveAssistant

MD

Engineering Manager

E&I

Maintenance

Team 12

CCR

Team 16

WaterBlock

Team 16

PowerBlock

Team 11

HSE

Coordinators 2

Finance & HR

Team 4

SupportService

Team 6


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The core area of business:

KAHRAMAA buys, distributes and sells electricity and water as follows:

1. Formulate Water and Power Purchase Agreements (PWPA) and provide necessary technical and corporate support for establishment of generation and desalination ventures

2. Own, construct, and operate electricity & water transmission and distribution networks in the State of Qatar

3. Set-up plans and programs for development of electricity & water transmission and distribution networks

4. Lay-out regulations, standards and codes of practices for electricity & water supplies to buildings and facilities

5. Provide consultancy services related to its activities and operations.

KAHRAMAA has the privilege of being the sole transmission and distribution system owner and operator (TDSOO) for the electricity and water sector in Qatar. KAHRAMAA was established in July-2000 in terms of Law #10 to regulate and maintain the supply of electricity and water to customers. Since its inception, KAHRAMAA has operated as an independent corporation on a commercial basis with a total capital of eight billion Qatari Riyals.

KAHRAMAA (Qatar General

Electricity and Water

Corporation)


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Management Strategy

Our well thought governance structure drives our business plan as per the strategy. RLPC has a clear structure for managing and implementing the RLPC framework from the MD to the bottom of the operation. Sustainability is driven through all levels of our operation, through operational review, setting performance excellence targets, to regular training and instruction given on-site.

Governance Structure

ERcommittee

BRcommittee

PEX committee

Audit committee

HSE committee

Mission:We would love to hear you

Chairman: MD

Mission: Business growth, strategic plans, and sustainable development

Chairman: MD

Mission:To continuously improve performance that we all do

Chairman: Ops Manager

Mission:Compliance and continual improvement at all levels

Chairman: Ops Manager

Mission:Our Victorian workers return to home safe everyday

Chairman: MD

Our governance structure

ERcommittee

BRcommittee

PEXcommittee

Audit committee

HSE committee RLPC Management review

HSE teamHSE Manager

Reporting HSE Communities Assurance

Business committees

Operational

Maintenance

Central commanding

HSE

Key

Review of Assurance Review of Operational andreporting process Maintenance parameters


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10 Sustainability Development Report - 2013

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Sustainable Approach

RLPC’s dedication to sustainability is built into our organization and starts at the top. Annually our MD, Mr. Mubarak Al-Nasr, reviews our Safety, Health, Environment and Sustainability principles, makes any refinements and re-signs them as a demonstration of that continuing commitment.

The cornerstone of our sustainability program is the social inclusion of our people everywhere in RAS LAFFAN POWER COMPANY (RLPC). We also believe sustainable growth can only be achieved with the right people working with a culture in which performance is aligned with business values.

Our code of Business Ethics sets the framework within which we work. Our shared values guide the way in which we operate and drive the way we think and act. These values and standard are supported by other guidelines like health, safety and work instructions.

MD Review

Our People

Values and Standards


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Our business model is designed to deliver sustainable growth considering the fact that our Income is fixed for 25 years as per the agreement with KAHRAMAA. The on-going Economic, Social, and Environmental pressures

Operational Highlights

• An optimized plant operationthrough a new control strategy and ergonomically designed control room

• An enterprise wide solutionthat connects the power plant with the desalination plant

Our sustainability much depends on the performance excellence projects and preventive maintenance as our earning is fixed for 25 years. Every year we choose PEX projects from different areas, in general, for water, energy, and environment, in particular, carefully to improve project’s performance and to make a positive difference. Our PEX projects are taken with the following goals:

• To increase efficiency and accountability

• To create sustainable culture

• To adopt best business practices

Plant Highlights

Performance Excellence (PEX) Projects

The case studies about our PEX projects are given in Water and Energy management sections

Preventive maintenance performance matrix

0

5000

10000

15000

2009 2010 2011 2012 2013

PM closed 4742 6794 6262 7997 8748

Defects WO closed 3130 3376 3409 3039 2907

Total WO closed 7872 10170 9671 11036 11655

PM ratio 60.2 66.8 64.8 72.5 27.5

Defects ratio 39.8 33.2 35.2 35.2 24.9

also frame our approach to the business strategy. The output of our business model is the threefold: sustained growth, lower environmental impact, and positive social impact and these are directly aligned with our Vision

statement. The differentiators in our operation are Preventive maintenance of our Machines, Equipment, and the Company itself, the Performance Excellence Projects we choose every year and our employees.


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Responsible Stewardship

We are committed to using international standards on health and safety and to ensure a ‘zero harm’ environment for our employees and others. We understand the key health and safety challenges our business faces and respond accordingly.

Occupational Health and Safety

Energy and Industry sector is an industry where the risks of incidents are higher than any other sector.

Hence it is essential at RLPC that we establish and cement a mindset of ‘zero-harm’ with corresponding improvement in workplace system and behaviors.

Ras Laffan Power Company fully accepts its responsibility for providing a safe working environment and is totally committed to maintain the highest standards of health, safety, and environmental (HSE) management within all Company activities. Incident (accident, emergency situation, and near miss) prevention is a core business value within the total company environment. Our HSE related activities and procedures have been designed to function in accordance with the principles articulated within OHSAS 18001: 2007 Occupational Health & Safety Management Systems, and ISO 14001: 2004 Environmental Management Systems requirements. Being a certified Company we fully support and comply with the requirements.


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Promoting a strong safety culture for all employees and contractors is crucial for creating a zero harm environment. We seek to achieve this through regular communication and training. As a Company,

Near misses describe incidents where no property was damaged and no personal injury sustained, but where, given a slight shift in time or position, damage and/or injury easily could have occurred. The clear message is that, despite no physical harm, something undesirable happened. On this basis a near miss is a lagging indicator. Classing near misses as a lagging indicator does not necessarily mean too late. True you cannot go back and prevent that particular incident. But as with all incidents up to and including fatalities, it is still possible, if not an obligation, to investigate to learn from the experience and take remedial action to prevent a recurrence. In a sense the lagging indicator generated by incidents becomes a leading indicator for prevention.

Near miss trend

we encourage employees and contractors to report near misses – with no fear of recrimination – in order to promote constant health and safety monitoring and evaluation.

0%

67%

5%

28%

Incident Rejected Unsafe Action Unsafe Condition

-

200

400

600

800

1,000

1,200

Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Oct-17 Nov-17 Dec-17


Actual 51 155 235 280 315 362 408 457 528 574 616 649

Target 27 54 81 108 135 162 189 216 243 270 297 324

Near miss reporting-2013


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Occupational Safety and Health Administration (OSHA)’s definition of work-related injuries, illnesses and fatalities are those in which an event or exposure in the work environment either caused or contributed to the condition. In addition, if an event or exposure in the work environment significantly

To strengthen and improve RLPC’s safety practices, we have HSE-committee on sustainability; headed by MD, discuss progress on safety management, develop targets, and discuss areas of improvement. In

OSHA Recordable Injury Rate

aggravated a pre-existing injury or illness, this is also considered work-related. We at RLPC cover all work related fatalities, injuries, illnesses that result in days away from work, restricted work or transfer to another job, loss of consciousness or medical treatment beyond first aid

-

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

10.00

2006 2007 2008 2009 2010 2011 2012 2013

Electrical Power generation (OSHA) ROC + Contractor Fosil Fuel Electric Power Generation

OSHA recordable last twelve month (LTM)

-

0.20

0.40

0.60

0.80

1.00

1.20


RLIC ROC Contractors ROC + Contractor

the event of a major incident or fatality, the respective businesses present a detailed finding report to the sub-committee on the causes, and the preventative measures that have subsequently been put in place.


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A structured management leadership review is conducted at all levels in RLPC. Senior management visits the workplace to focus staff attention on safety issues. They are there to observe, talk to personnel, and report conditions they believe need addressing, whether immediately or as part of a structured rectification program.

Several mechanisms are in place at RLPC, to manage health and safety issues, including

• Processes to engage management to deepenunderstanding of health and safety requirements

•Monthly safety meeting led by our HSE manager todiscuss performance and share experience and learning to facilitate development of processes and systems

•Safety requirements are communicated to contractorworkers, suppliers, and vendors

•The unsafe conditions elimination program has beenlaunched to manage significant occupational health and safety hazards and the progress is reviewed in monthly meeting

•Various safety training and workshops are conductedto enhance and improve knowledge among employees and contractors

•Emergency response drills are periodically conductedto review our preparedness and effectiveness

It is our constant effort and consistent approach that we have achieved one million safe man hours without any fatality or serious incident.

We believe it is a Team Work

Safety Mechanisms


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Environmental protection and work safety is fundamental part of our management principles. We aim to ensure the continued existence and success of our sustainability by establishing and maintain a safe working environment that promotes the health and performance not only our employees but all our contractors, as well.

The overall purpose of food hygiene is to prepare and provide safe food and consequently contribute to a healthy and productive society. We also believe in preventing food spoilage, keeping food safely to protect against foodborne diseases, protecting from adulteration, proper practice in food trade.

After the contract is awarded and before they start working inside the plant, an HSE meeting is held between RLPC HSE representative and contractor/sub-contractor representatives. The objective of the meeting is to provide the details and make them aware about Nature and scope of the work, hazards and risk associated with the job, first aid and emergency procedures, incident reporting, PPE, and training.

Safety Measures for Contractors

Food Safety

HSE briefing


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The behavior based safety (BBS) program was put in place in 2011 to reinforce a safe behavioral culture in the Company. Key steps in the program included establishing departmental BBS

Behavior Based Study (BBS)

Use of Clear Safety Glasses

implementation teams and motivating observers. As a result, many barriers to safe behaviors were identified and eliminated. All this is done through interactive discussion, demonstrations and information sharing.

Our BBS program includes all employees, from our MD to the workers, including but not limited to salaried, contractors and sub-contractors. Our BBS program is also based on scientific concept.

81%

82%

98%

89% 89%

97%

89% 91%

97%

92% 93% 95%

100% 100% 99% 98%

96% 95%

100% 100%

70%

75%

80%

85%

90%

95%

100%


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HSE committee’s effort and our management’s focus over the past year have been improving our approach to our employees, contractors and stakeholders safety. Our training includes workplace hazards, on-site emergencies, use of personal

protective equipment (PPE) and incident reporting. Our company is demonstrating real progress on safety initiatives and responding positively to the action plans that have been put in place.

2013

ROC PEOPLE CONTRACTORS TOTAL SITE

Year to LTM LTM* Year to LTM LTM Year to LTM LTM

date Average date Average date Average

Man Hours Worked 135,366 135,366 11,281 213,095 213,095 17,758 348,461 348,461 29,038

Near Misses 485 446 37 129 131 11 614 577 48

Near Miss Open 18 - - - - - 18 - -

Action Closed 467 - - 129 - 596 - -

Fatality - - - - - - - - -

LTAs - - - - - - - - -

OSHA Recordable Incidents

- - - - - - - - -

Site First Aid Treatment

2 2 0 1 1 0 3 3 0.25

Total Number of Incidents

2 2 0.17 1 1 0.08 3 3 0.25

Incidents Open - - - - - - - - -

Action Closed 2 - 1 2 - 3 2 0.17

Fatality Rate - - - - - - - - -

OSHA Recordable Rate

- - - - - - - - -

First Aid Case Rate 2.95 2.95 0.25 - 0.94 - - 1.72 -

Total Incident Rate 2.95 2.95 0.25 - 0.94 - - 1.72 -

Total (Near Miss+ Incidents)

487 37 130 11 617 - -

Open 18 - - - 18 - -

Closed 469 - 130 - 599 - -


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45 33 37

2011 2012 2013

Net profit ($ in millions)

As we have discussed in our sustainable approach section that we have fixed income for 25 years which also varies on the water and energy outcomes (please refer water management and power management section for further details) demanded by KAHRAMAA we always try to

Our sustainability services and performance drove record earnings of $138 million in 2013, a profit of $37 million, a 10% increase in overall profit. We exceeded results and delivered on our goal of exceeding revenue growth from our historic rate. We continue to focus on growth strategy as part of our business objective. As part of reducing cost of operations we are now training our employees to

improve our financial performance through process improvement, employee efficiency, prevention measures, and careful selection of excellence projects. These measures have proved to be fruitful in terms of financial achievements over years.

Financial Result

solve our most difficult challenges of saving water and energy, minimizing resource use. Helping our partners and stakeholders succeed is our goal and this provides our people with energizing growth opportunities. We take pride in helping keep the world’s water clean, reducing energy use and protecting the air we breathe.


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As the first Private Desalination Company in Qatar we provide a reliable source of fresh water which has been possible because of parallel development and sustainability program we have undertaken. Since there are no natural resources we always emphasize

on reliability and robustness of our operation. We are gradually taking steps towards more sustainable water solutions that would enable a lower energy footprint and environmental impact.

Water Management

Performance of our MSF units is regularly measured and immediate measures are taken, when required, considering various parameters and impacts.

Operational Performance We use a comprehensive performance, operating and quality methodology as per WHO Guidelines as quality specifications and other best

practices to reduce the dissolve solids to below the WHO target of 1000 mg/L for portable water (and in some cases less than 50 mg/L).

The total water consumption figure is given in below charts

0 10000 20000 30000 40000 50000

0

50

100

150

200

250

Total auxiliary Water Consumed (KM3)

Total Sea Water Consumed (KM3)


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Our water safety plan (WSP) is based on the WHO guideline framework as it helps in preventing risk management approach to the barriers that may have an impact on quality and environment. We measure the various parameters at different stages.

Water Monitoring

Process water Sanitary waste water Ground water

Parameter Frequency Parameter Frequency Parameter Frequency

pH Daily pH Semi-weekly pH Annually

TSS Weekly TSS Semi-weekly TDS Annually

COD Weekly Residual Chlorine Monthly C6H14 Annually

C6H14 Weekly BOD Monthly NH3 Annually

Fe Weekly COD Monthly

Cr Monthly DO Monthly

Cu Monthly DO Monthly

Ni Monthly Total Coliform (MPN/100 ml) Monthly

Zn Monthly

We are the first company to register one of its kind CDM project with UNFCCC having a target to reduce 7851 tons CO2 per annum. Our project has been verified and approved by TUV (DOE) and approved by

CDM ProjectDNA (MOE). This is now with UNFCCC for review and approval.

The objective of the project is to re-use the condensate from the MSF desalination units for cooling tower make-up thus

saving energy by not producing distillate make up water for the cooling tower. Secondly, it will also recover 16 m3/hr water after filtering in the sand filters.


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Zero Liquid Discharge

When assessing potential impacts to water or environment, spill prevention is our Top priority in order to protect environment, health, and safety. Our spill program is committed to ensuring our work in preventing and responding to spills is sustainable. We do this by preventing further environmental contamination;

our plant has been designed to minimize unnecessary waste and we learn from the previous issues; Our preventive maintenance program prevents the spill; We minimize the impact by mounting a rapid and aggressive response to spills.

Monthwise Water Export (KM3)

Load Factor (%)

0

1000

2000

3000

4000

5000

6000

75.15 68.14 63.79

91.94 97.82 94.19 91.29 96.25 98.32 93.05 84.25 78.50

0

20

40

60

80

100

120


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0.03 2.64

-EAF water (%)

-EFOF water (%)

EMOF water (%)

ESOF water (%)

97.36

0..00

Water KPI

EPOF Factor Case Study: Water PEX ProjectDistiller Brine Flow Logic Modification Proposal

The objective of the project was; a) to mitigate the tripping of 2nd BRP, b) to prevent undue stresses while starting the 2nd BRP.

To achieve the objective two options were considered: a) to keep FCV on manual mode, b) to modify DCS control logic.

After review, analysis, and rigorous test it was observed that it was viable to modify the DCS logic by removing 11.5% valve closing function during 2nd BRP start-up for smooth pump without operator intervention.

The end result of the project would be saving due to proposed optimization and preventing water production and avilability loss.

The details of all PEX projects are described in our Operational highlights section


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Energy & Environmental ManagementEnergy and Environmental management forms a key component of the RLPC sustainability framework and a complete set of supporting environmental policies and management. We continue to augment our processes through the ongoing Performance Excellence Projects and the

Our energy efficiency successes also helped moderate our greenhouse gas (GHG) and other air emissions in 2013. Total GHG emissions tracked very close to energy use. NOx emissions (oxides of nitrogen) rose 5.4

implementation of an extensive supporting training program to assess the effectiveness of the framework’s implementation. As we are an ISO 14001 certified company so it helps us to regularly reviews the environmental Management system, with programs in place to mitigate the identified environmental

percent while SOx emissions (oxides of sulfur) increased 17.9 percent from the previous year. Efforts to reduce energy consumption by our plants and facilities have a favorable impact on associated GHG emissions.

impacts of our products (water and energy). In order to manage environmental impacts, we have identified key areas where the biggest impact and risks are associated and these are: water, energy management, air quality and waste. We have developed a plan to effectively manage each of these areas.

We also actively participate in all the GHG related activities initiated by RLPC Industrial City (Qatar Pertroleum). We report all the GHG emission in the plant on regular basis.

We understand that the nature of our operations has implications for the environment in different ways. We are committed to minimizing our environmental footprint from the start of operations through performance excellence activities to closure and beyond.


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Our energy and carbon Policy commits our operations to adopt and maintain global best practices in carbon and energy management and to minimize greenhouse gas (GhG) emissions. We are aware of the opportunities that energy management and climate change present and understand the business case for these initiatives, which can include efficiency savings based on a combination of operational excellence and advancing our business processes. Naturally, we are also keen to maximize the revenue generation potential of GhG reduction initiatives through the clean development Mechanism (CDM).

By understanding the risks and opportunities of climate change, and how these affect the company, we can reduce our own impact on the environment and also make a positive contribution to the earth

GHG emission (metric tons)

1 2 3

Year 2011 2012 2013

GHG emission 1878564 2058227 2176513

1878564 2058227 2176513

0

500000

1000000

1500000

2000000

2500000


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KPI Data on Energy ManagementThe success of many energy-saving projects imple¬mented in at our facilities is reflected in our energy use reporting. Our Energy Export depends on the demand of Net Power export from Qatar National control center and grid.

Energy and power export

0

5000000

10000000

15000000

20000000

2011 2012 2013

Net Energy Export (GJ)

0

1000

2000

3000

4000

2011 2012 2013

Net Power Export (GW/hrs)

0

5000000

10000000

15000000

20000000

2011 2012 2013

Net Energy Export (GJ)

0

1000

2000

3000

4000

2011 2012 2013

Net Power Export (GW/hrs)

2009 2010 2011 2012 2013

4197 3708 2974 3474 3572

0 1000 2000 3000 4000 5000

2009 2010 2011 2012 2013

60729 56401 53169 52927 57221

48000 50000 52000 54000 56000 58000 60000 62000

2009 2010 2011 2012 2013

44636583 40087050 35755455 39409866 40879651

0 5000000

10000000 15000000 20000000 25000000 30000000 35000000 40000000 45000000 50000000

Total Power Export (GWh)

Total Water Export (KM3)

Total Gas Consumption (mm BTU)


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0 100 200 300 400 500

Monthwise Power Export (GWh)

Plant Load Factor (%)

Plant Heat Rate (Btu/Kwh) (LHV)

Monthwise Fuel Consumption (GJ)


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-EAF power (%)

-EFOF power (%) EMOF

power (%) ESOF power (%)

96.3100

0.0800 0.2300

3.6100

Power KPI

EPOF Factor

Case Study: Energy PEX ProjectEnergy Conservation by Insulating Fuel Gas Supply Line of HRSGs along with Natural Gas Leak Monitoring in Gas Supply System

The objective of the project was; a) to identify possible solutions how heat losses and gas leak can be minimized, b) to propose most appropriate solution for improving reliability, and c) to conduct a pilot project.

The project was divided into two phases (collection and analysis of data and implementation) spanning in Summer and Winter. It was found that about 20OC temperature drop in case of HRSGs during Winter and 12OC in Summer resulting in heat loss.

And the amount of heat loss through HRSG pipeline is

Parameter (Q), Summer (88.55 BTU/hr.m), Winter (159.62 BTU/hr.m)

The end result of the project would be reduction of thermal impact on environment by minimizing the heat loss whereas minimizing the gas leak will make the work place safe and healthy and early detection of leak would avoid undesirable loss of availability which ultimately will be having a positive impact on the environment.


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Adding & Sharing Values

Hearing the direct voice of RLPC stakeholders is an important factor in increasing loyalty and retaining their business. We engage ourselves in discussion annually looking at loyalty and feedback.

These results of the discussion are analyzed and validated by an independent research firm with expertise in stakeholder loyalty. Our HSE team then share feed¬back the results with individual stakeholders and mutually establish a plan to respond to any gaps and

Effective engagement with our stakeholders is crucial

for us to build long-lasting and effective relationships

Our Stakeholder engagement process has been vital for deepening our encounters with our

stakeholders

concerns. This activity identifies key drivers across multiple stakeholders that impact loyalty to RLPC.

We analyze these drivers in combination with local environmental, economic and cultural issues to identify the best ways to respond, retain and grow with that stakeholder. A sharper understand¬ing of stakeholder perceptions of these critical value drivers enables RLPC to continuously improve our offerings and services to better meet stakeholder needs.

Our Stakeholders


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I am pleased that our sector Sustainable Development Industry Reporting (SDIR) program has emerged as one of the most effective initiatives advancing the State of Qatar’s ambitions for sustainable development.

As a responsible Company we adhere to the direction given by the Ministry of Energy and Industry to participate in the SDIR program since 2011 and we will continue to do so in future in a better way. We are the first private power project in Qatar built on build-

Our EmployeesThe talent, experience and abilities of our people are important components of the solutions that RLPC provides to stakeholder. We achieve business success by tapping the diversity and talents of our employees. There are many examples of employees who are accountable in various ways for helping the business in sustainability. Our employees are our assets in delivering operational capabilities and business goals and targets.

Our CommunitiesIt is important for us to involve in the communities in which we do business seriously. Our community outreach efforts involve business associations, among others. Our advisory panels provide regular, on-site meetings among industry and community representatives to discuss our operations and identify and respond to community concerns.

operate-transfer basis with a capacity of 1,400 MW and 80 MIGD water capacity for a period of 25-years. We have designed our plant Best-of-the-Class technology and we manage and operate in such way that we can sustain and develop in our business.

H.E. Dr. Mohammed Bin Saleh Al-SadaMinister of Energy and Industry Chairman and Managing Director Qatar Petroleum


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Nature of Stakeholder Engagement

Employee Industry Communities Government Civil society

various forums customer satisfaction survey group meeting consultation program

partnership with international organization

MD's workshops supplier and vendor meetings public hearing

different govt. bodies at business operational level

working relationships with organizations on specific projects

MD's meetings and feedback sessions

membership of industry body grievance mechanism

engagement with international, national and local NGOs

performance management systems cultural events

various committees at company level

event management

mentor program


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Workforce

To support QNV-2030 we at RLPC have created sustainable workforce characterized by employment practices, work cultures and processes that enable every individual to be productively employed in jobs that sustain positive psychological and economic well-being on and off the job. We have developed an employment relationship that enhances the well-being and balances the interests of workers, employers and families are crucial for long-term societal and economic success.

Overview Our Approach

“Qatar National Vision 2030 has laid emphasis on the four pillars that address all of the Millennium Development Goals, the first is human development, which includes establishing sophisticated…education systems to provide the best services and workforce development”. H.H. The Father Emir Sheikh Hamad bin Khalifa Al Thani

- workplace flexibility to support long term education & career development, individual and organizational learning & facilitation of work-family well-being;

- the attraction, retention and development of a motivated workforce that experiences a positive organizational environment in which they work;

- organizational and personal resilience, engagement, and the capacity to thrive;

- occupational wellness practices that create healthy workforces that don’t burn out or unnecessarily tap into health care or dysfunctional behaviours due to excessive stress at work;

- positive and transformative employment relationships;

- innovation to help individuals positively adapt to new social & economic change such as new technology, globalization, 24-7 work & blurring work-life relationships & growing workforce diversity and multiculturalism;

- worker control over the timing, location and about of work in ways that they still can be employed yet ensure care for themselves and their families effectively;

- organizational reinvention, continuous improvement of employment systems to foster mutually beneficial outcomes for employees, employers and communities;

- positive social change and innovation in employing organizations while balancing stakeholder interests and a “triple bottom line” (profit, worker well-being, family);

- inclusive leadership & organizational change for supportive work force renewal.


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The employee relation committee was formed in March 2013 under the chairmanship of our MD to address employee grievances and relationship

Qatarization At RLPC we just don’t believe in Qatarization but QUALITY QATARIZATION as per the First Comprehensive Strategic Qatarization Plan developed under His Highness Sheikh Tamim Bin Hamad Al-Thani, Emir of the State of Qatar, and upon the directive from H.E. Dr. Mohammed bin Saleh Al-Sada, Minister of Energy and Industry and Chairman & Managing Director of Qatar Petroleum.

matters. The objective of the committee was to provide a satisfactory resolution within 15 days in receipt of the grievance in a fair manner.

Employee Relation Committee

QatarizationYour Gateway to a career in the energy & industry sector

RLPC fully supports this objective in letter and in spirit

We focus on key and sensitive positions by applying performance-based approach, training and development and for that we seek support and commitment from all employees. We provide tailored development training to all Qataris, in general, and junior staff levels, in particular so that they are targeted to a position where they require specific and advanced training.

RLPC is committed towards Quality Qatarization while continuing to meet the goal of supplying clean, reliable, cost effective power & water to people of Qatar. RLPC embraces Qatarization as one of the prime objective and is committed to continue the efforts on sustainable basis in achieving Qatarization targets. RLPC also believes that it is equally important to retain, train and develop the present Qatari Nationals.

The total staff strength is 85 with a mix of various nationalities to keep a balance and focus to Qatarization plan. We always emphasize on hiring

the nationals for any opening during the year. Our present strength of Qataris in regular employment is fifteen (15) including three Qataris who are under higher studies in CAN-Q on the Company’s expense. One of our Qatari employees from senior grade was promoted to Leadership Position in Water Block Operations Team after coming back from higher studies from UK sponsored by RLPC. Another employee is currently undergoing a 12-weeks “English for Professionals” course — a high level English Course from Bell Educational Services, London.


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We are an active member of QP’s training and development liaison committee, also a member of sub-committee involved in preparing detailed terms of reference, objectives and workings of this committee. We are also an active member of Engineering Technology Advisory Committee of College of North Atlantic Qatar (CAN-Q). RLPC offered the Sponsored Internship Program for Qatari Nationals in Technical fields.

We participated in Qatar Career Fair 2013 and attracted many Qatari Nationals and 87 aspirants were shortlisted out of which 3 were selected after a competitive screening. We also participated in Texas A&M career fair in 2013. Our participation in QITS career fair in 2013 was a huge success where we offered the Internship Program for Qatari Nationals in technical fields.

Education Sector

Jobs and Employment

RLPC puts great emphasis on the training and development of all Qataris, as part of our strategy. Our core strength is cross-functional training to qualify to work on the different plant areas and in order to do that they are subjected to cross training provided by senior operations engineers, who are the experts from the relevant fields. Currently ten Qatari nationals are working on Leadership roles, Power Block Operations Engineers, Desalination Operations Engineers, Mechanical Maintenance Engineer, HSE Coordinator and Electrical Engineer. Two more Qatari nationals are working as PR Coordinator and Procurement Coordinator. And, three Qatari nationals are provided with education opportunities at CAN-Q, Doha, Qatar. One of our Qatari national employee has been trained on the “Repair & Manufacturing of Advanced Gas Turbine Components” held at Sulzer Turbo Services, Venlo, Netherlands. We also have in-house HSE trainings programs to the Qataris like HSE Management System Programs and basic life support (firefighting, and risk assessments). Advanced Training on Safety Leadership and Behavior Based Safety Program was conducted and many Qatari Nationals from RLPC as well as from other IPPs participated.

Training and Development

• TocontinuethecooperationwithQEWCintermsofexchangeoftrainedmanpowerofQatariNationals;

• Weshallreiteratethesuccessof2013CareerFareon2014byparticipatinginQatarNationalCareerFareand to achieve that measures and resources are planned to keep the momentum going;

• ParticipatingintheCareerFareofTexasA&MUniversity&QITSin2014;

• OfferingInternshipProgramtoQITSTechnicalDepartment;

• ToincreasethenumberofQatarinationalstosixteen.

Future Plan

QATAR CAREER FAIR-2013

We plan to increase the Qatari employee by 20% in 2014


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Socio-EconomicHealth Training for HousewivesAs per International Conference on Population and Development (ICPD) recognition on the empowerment and autonomy of women, and improvements in their social, economic, and

In addition to being committed to meeting

the health needs of our workforce, we also provide

significant health related training to our family

members particularly the housewives as they also

play a significant role in our sustainable program.

health status are highly important and an essential for Sustainable development, we at RLPC, support this and provide training so that they play a major role in our sustainable development program.


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National Day is a glorious occasion at RLPC on which we convey our deepest expressions of affection and gratitude to the people of Qatar who cooperated in solidarity and vowed sincere allegiance and obedience to His Highness Shaikh Jasim Bin Muhammad Bin Thani, trusting him as a father, brother, leader, and Imam. In him they found a man who had already distinguished himself in his youth as a pious, brave, self-sacrificing, and wise leader. He was keen on unifying the Qatari Peninsula and safeguarding the interests of its people in the darkest of times ever witnessed by this part of the world.

We understand the importance of family hence we organize get-together with our families annually.

Annual Day Celebration with Family

National Day at RLPC

We do believe that ecologistic and moralistic attitudes towards the environment in children are correlated with talking about the environment at home, watching nature Alms, and participating in environmental activities. Keeping this in mind we celebrate the environment day with children as a learning process so that the next generation understands the importance of our environment and how to preserve it.

Environment Day with Children

National day is a glorious occasion on which we convey our deepest expressions of affection and gratitude to the people of Qatar.


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The generous initiative adopted by HH the Emir, Sheikh Tamim bin Hamad Al Thani to allocate Tuesday in the second week of February every year as National

We at RLPC fully support this vision and participate and want the community to get active, healthy and take part in the wide range of free sporting events planned across the country.

Sports Day at RLPCSport Day, reflects the great interest given by the wise leadership to making sport is one of the strategic tools for achieving the Qatar National Vision 2030 objectives.


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Abbreviations & Acronyms

A & M Agricultural and Mechanical

BOD Biochemical Oxygen demand

BR Business Relation

CCR Carbon Capture Readiness

CDM Clean Development Mechanism

CFO Chief Financial officer

COD Chemical Oxygen Demand

Cr Chromium

C6H12 Hexane

Cu Copper

DCS Distributed Control System

DO Dissolved Oxygen

eROI Environmental Return on Investment

E&I Electrical and Instrumentation

ER Employee Relation

Fe Iron

GRI Global Reporting Initiative

GTG Gas Turbine Generator

H.H His Highness

HSE Health, Safety, and Environment

ICPD International Conference on Population and Development

ISO International Organization for Standardization

IWPP Independent Water and Power Plant

KAHRAMAA Qatar General Electricity & Water Corporation

KKS Kraftwerk-Kennzeichen System

MD Managing Director

MIGD Million Imperial Gallons per Day

MMD Membrane Distillation

MSF Multistage Flash

Na not applicable

NF Nano Filtration

NH3 Ammonia

Ni Nickel

OHSASOccupational Health & Safety Standard

Ops Operations

PEX Performance Excellence

pH Power of Hydrogen

PM Preventive Maintenance

PPE Personal and Protective Equipment

PWPA Power and Water Purchase Agreement

QITS Qatar Independent Technical School

QWEC Qatar Water and Electricity Company

RLPC Ras Laffan Power Company

RO Reverse Osmosis

ROC Ras Laffan Operating Company

SWRO Sea Water Reverse Osmosis

TL Team Leader

TSS Total Suspended Solids

UNFCCC United Nations Framework Convention on Climate Change

WHO World Health Organization

W.L.L With Limited Liability

WO Work Order

WSP Water Safety Plan

Zn Zinc


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AssuranceIn 2014, we have developed our Sustainable Development Report 2013 in accordance with the Global Reporting Initiative’s G3.1 guidelines.

Standard Disclosures Part I: Profile Disclosures

Profile disclosure Disclosure Reported

Cross-reference/ Direct answer

1.1 Statement from the most senior decision-maker of the organisation fully SDRPage 6

1.2 Description of key impacts, risks, and opportunities fully

2.1 Name of the organisation fully SDRPage 58

2.2 Primary brands, products, and/or services fully SDRPage 4

2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures fully SDRPage

10

2.4 Location of organisation’s headquarters fully SDRPage 58

2.5Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report

fully SDRPage 03

2.6 Nature of ownership and legal form fully SDRPage 03

2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries) fully SDRPage

03

2.8 Scale of the reporting organisation partial SDRPage 17

2.9 Significant changes during the reporting period regarding size, structure, or ownership na

2.1 Awards received in the reporting period fully SDRPage 23 & 24

3.1 Reporting period (e.g., fiscal/calendar year) for information provided fully SDRPage

01

3.2 Date of most recent previous report (if any) partial SDRPage 06

3.3 Reporting cycle (annual, biennial, etc.) fully SDRPage 06

3.4 Contact point for questions regarding the report or its contents fully SDRPage 58

3.5 Process for defining report content fully SDRPage 06

3.6Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See gri Boundary protocol for further guidance

fully SDRPage 03

3.7 State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope) na


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Assurance

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 organisations

na

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

fully SDRPage 14

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)

na

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

3.12 Table identifying the location of the Standard Disclosures in the report na

3.13 Policy and current practice with regard to seeking external assurance for the report na

4.1governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight

fully SDRPage 10

4.2 Indicate whether the chair of the highest governance body is also an executive officer na

4.3For organisations 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

na

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

4.5

Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance (including social and environmental performance)

na

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided na

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

na

4.8Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

fully SDRPage 05

4.9

Procedures of the highest governance body for overseeing the organisation’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

fully SDRPage 06


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4.10Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance

na

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organisation na

4.12Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses

na

4.13

Memberships in associations (such as industry associations) and/or national/ international advocacy organisations in which the organisation: * has positions in governance bodies; * participates in projects or committees; * provides substantive funding beyond routine membership dues; or * views membership as strategic

na

4.14 List of stakeholder groups engaged by the organisation fully SDRPage 36

4.15 Basis for identification and selection of stakeholders with whom to engage fully SDRPage

36

4.16 approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group fully SDRPage

36

4.17

Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting

partial SDRPage 36

Standard Disclosures Part II: Disclosures on Management Approach (DMAs)


DMA EC Disclosure on Management Approach EC

Aspects Economic performance fully

Market presence fully

Indirect economic impacts na

DMA EN Disclosure on Management Approach EN

Aspects Materials na

Energy fully

Water fully

Biodiversity na

Emissions, effluents, and waste partial

Products and services na

Compliance fully

Transport na

Overall na

Employment fully

Occupational health and safety fully

Assurance


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Training and education fully

Diversity and equal opportunity na

Equal remuneration for women and men na

DMA HR Disclosure on Management Approach HR

Aspects Investment and procurement practices na

Non-discrimination na

Freedom of association and collective bargaining na

Table identifying the location of the Standard Disclosures in the report na

Policy and current practice with regard to seeking external assurance for the report na

Child labour na

Prevention of forced and compulsory labour na

Security practices na

Indigenous rights na

Assessment na

Remediation na

DMA SO Disclosure on Management Approach SO

Aspects Local communities na

Artisanal and small-scale mining na

Resettlement na

Closure planning na

Grievance mechanisms and procedures na

Corruption na

Public policy na

Anti-competitive behaviour na

Compliance na

DMA PR Disclosure on Management Approach PR

Aspects Materials stewardship na

Customer health and safety na

Product and service labelling na

Marketing communications na

Customer privacy na

Compliance na

Assurance


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AssuranceStandard Disclosures Part III: Performance Indicators


Economic

EC1

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

na

EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change na

EC3 Coverage of the organization’s defined benefit plan obligations na

EC4 Significant financial assistance received from government na

EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation na

EC7Procedures for local hiring and proportion of senior management and workforce hired from the local community at significant locations of operation

fully

EC8Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement

na

Environmental

EN1 Materials used by weight or volume na

EN2 Percentage of materials used that are recycled input materials na

EN3 Direct energy consumption by primary energy source fully

EN4 Indirect energy consumption by primary source na

EN8 Total water withdrawal by source fully

EN11Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas

na

EN12Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas

na

MM1Amount of land (owned or leased, and managed for production activities or extractive use) disturbed or rehabilitated

na

MM2

The number and percentage of total sites identified as requiring biodiversity management plans according to stated criteria, and the number (percentage) of those sites with plans in place

na

EN16 Total direct and indirect greenhouse gas emissions by weight fully

EN17 Other relevant indirect greenhouse gas emissions by weight na


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AssuranceEN19 Emissions of ozone-depleting substances by weight na

EN20 NOx, SOx, and other significant air emissions by type and weight na

EN21 Total water discharge by quality and destination fully

EN22 Total weight of waste by type and disposal method. na

MM3 Total amounts of overburden, rock, tailings, and sludges and their associated risks na

EN23 Total number and volume of significant spills. na

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

EN27 percentage of products sold and their packaging materials that are reclaimed by category na

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

na

EN21 Total water discharge by quality and destination. na

EN22 Total weight of waste by type and disposal method na

MM3 Total amounts of overburden, rock, tailings, and sludges and their associated risks. na

EN23 Total number and volume of significant spills na

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

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

na

Social Labour Practices and Decent Works

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

LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region na

LA15 Return to work and retention rates after parental leave, by gender na

LA4 Percentage of employees covered by collective bargaining agreements na

LA5Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements

na

MM4 Number of strikes and lock-outs exceeding one week’s duration, by country na

LA7Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender

fully

LA8Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases

fully


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AssuranceLA10 Average hours of training per year per employee by gender,

and by employee category na

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

na

LA14Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation na

Human Rights

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

na

HR2Percentage of significant suppliers, contractors and other business partners that have undergone human rights screening, and actions taken

na

HR4 Total number of incidents of discrimination and corrective actions taken na

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.

na

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

na

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.

na

MM5

Total number of operations taking place in or adjacent to indigenous peoples’ territories, and number and percentage of operations or sites where there are formal agreements with indigenous peoples’ communities.

na

HR10 Percentage and total number of operations that have been subject to human rights reviews and/or impact assessments. na

HR11Number of grievances related to human rights filed, addressed and resolved through formal grievance mechanisms.

na

Society

SO1 (MMSS)Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.

na

SO1 (G3.1)Percentage of operations with implemented local community engagement, impact assessments, and development programs.

na


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Assurance

MM6Number and description of significant disputes relating to land use, customary rights of local communities and indigenous people

na

MM7The extent to which grievance mechanisms were used to resolve disputes relating to land use, customary rights of local communities and indigenous peoples, and the outcomes.

fully

MM8

Number (and percentage) or company operating sites where artisanal and small-scale mining (aSM) takes place on, or adjacent to, the site; the associated risks and the actions taken to manage and mitigate these risks

na

MM9Sites where resettlements took place, the number of households resettled in each, and how their livelihoods were affected in the process

na

MM10 Number and percentage of operations with closure plans na

SO9 Operations with significant potential or actual negative impacts on local communities na

SO10Prevention and mitigation measures implemented in operations with significant potential or actual negative impacts on local communities

na

SO2 Percentage and total number of business units analyzed for risks related to corruption na

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures na

SO4 Actions taken in response to incidents of corruption na

SO5 public policy positions and participation in public policy development and lobbying na

SO8Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.

na

MM11 Programs and progress relating to materials stewardship na

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.

na

PR3Type of product and service information required by procedures and percentage of significant products and services subject to such information requirements.

na

PR6Programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship

na

PR9Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services

na


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Company Contact

Doha OfficeFirst Floor, Office #6,Al Rabiah Building #1,Al-Jazeera Al-Arabia Street,Madinat Khalifa-South Doha,State of Qatar,PO Box-22237, DohaTel: +974-4467-2723, 4467-2733Fax: +974-4467-2767

RLPC OfficeAl-Badr Street,RLPC,State of QatarTel: +974-4474-7444Fax: +974-4474-7454

Forward Looking Information

This document contains forward-looking statements identified by words or phrases such as “may,” “will,” “should,” “expect,” “project,” “intend,” “plan,” and other words and terms of similar meaning forward-looking statements involve estimates, expectations, projections, goals, forecasts, assumptions, risks and uncertainties. RLPC cautions readers that any forward-looking statement is not a guarantee of future performance and that actual results could differ materially from those contained in the forward looking statement. Such forward-looking statements include, but are not limited to, future financial and operating results, plans, objectives, expectations and intentions, and other statements that are not historical facts.

Any clarification/query pertain to this report can be addressed to [email protected]


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