Sustainability Report 2011 About this report

RasGas Company Limited Sustainability Report 2011

This report is RasGas’ third annual sustainability
report, building on our previous two sustainability
reports, issued in 2009 and 2010.

It describes activities in the financial and calendar

year 2011 and provides an account of actions and
performance data relating to a range of business,
economic, environmental and social issues which
make up our sustainability performance. It has
been prepared in accordance with guidelines on
sustainability reporting from Qatar Petroleum, which
adopts guidance specific to the oil and gas industry
prepared by the International Petroleum Industry
Environmental Conservation Association (IPIECA), and
cross-references the Global Reporting Initiative (GRI).
Further details, including a description of the process
for defining report content, is provided in the ‘Our
approach to reporting’ section.

This report builds on the foundation of sustainability

reporting that we have established within the
company and provides further information and new
perspectives on performance. In particular, and in
line with guidance from the HSE Regulations and
Enforcement Directorate within Qatar Petroleum,
we have focused on the themes of safety and
climate change in this year’s report – two topics of
immediate and long-term importance for everyone
in our industry.

RasGas believes sustainability reporting to be

a valuable tool in building relationships with
stakeholders; we hope you find this report of interest
and value. If you have feedback on it, please contact
us at: sustainability@rasgas.com.qa
RasGas Company Limited, PO Box 24200, Doha, State of Qatar
T (+974) 4473 8000 F (+974) 4473 8480
www.rasgas.com
2011 performance against commitments: at a glance
Sustainability issue
Management and governance
Committing to integrity, accountability
and transparency
Achieving operational excellence
Strengthening relationships and
partnerships
Driving sustainability
Operations
Protecting the environment
Supporting our people
Ensuring health and safety
Maintaining strong community
relationships
*Quoted rates are per 200,000 hours worked
Our commitment
RasGas will maintain the highest ethical standards, achieving full legal compliance
and operational integrity in the conduct of its business.
RasGas is committed to becoming a world-class global energy supplier striving for
excellence. Sustainability represents a key component of our drive for operational
excellence.
RasGas works with its employees, stakeholders and shareholders to strengthen
relationships and partnerships, address mutual needs and improve performance.
RasGas works together with all stakeholders to deliver business success, while
protecting the natural environment, promoting economic and social benefit, and
developing the capability of our people. These goals, which align with the Qatar
National Vision 2030, are underpinned by policies, procedures and performance
management.
RasGas is committed to managing the environmental impact of its operations and
conducting its business in a manner that protects the environment. It continues to
use and develop new technologies that promote energy efficiency.
RasGas is committed to sustaining and developing a competent workforce, which
includes creating employment and development opportunities for nationals.
RasGas is committed to ensuring the safety of its people and its operations.
RasGas aims to apply industry leading health and safety practices, and
continuously strives to improve its performance.
Further information on these key performance indicators is available on pages 26
to 29, unless stated otherwise.
RasGas is committed to investing in the society in which it operates, and has
provided funds to a wide range of community, environmental, educational, health
related and cultural initiatives. The company’s CSR programme provides the
structured framework for RasGas’ long-term commitments.
Key performance indicators Performance
2007 2008 2009 2010 2011

Number of sustainability indicators publicly reported on - - 24 GRI 24 GRI 57 GRI

(based on the 33 IPIECA and 88 GRI indicators, see page 64) - - - 17 IPIECA 26 IPIECA

Liquefied natural gas (LNG) capacity in million tonnes per year 20.7 20.7 28.5 37.1 37.1

Employee engagement index score (percentage): average score - 76 - 78 80

from six employee climate survey questions on motivation
(see page 53)
Average number of Corporate Social Responsibility (CSR) - - 6.3 8.2 10.5
engagement activities (events/sponsorships) per
month – page 56

Total greenhouse gas emissions (CO2 equivalent emissions in 9.4 9.3 8.9 16.8 18.8
tonnes) – page 37
Nitrogen oxides emissions (kilo tonnes) – pages 39, 40 17.8 12.1 9.5 11.8 11.8
Volatile organic compound emissions (kilo tonnes) – pages 39, 41 5.5 5.7 5.9 11.1 1.2
Sulphur oxides emissions (kilo tonnes) – pages 39, 40 14.3 9.4 12.2 44.6 18.2
Total waste recycled (%) – page 43 62 62 65 50 43
Total workforce (number) – page 48 2,262 2,669 2,875 2,946 3,061
Qatarization (% Qatari employees in total workforce) – page 50 31.1 30.4 31.2 30.5 33.0
Number of reported safety observations per person 38 61 65 43 27
Total recordable injury rate* (employees) 0.08 0.03 0.09 0.10 0.03
Total recordable injury rate* (contractors) 0.18 0.12 0.13 0.16 0.09
Lost-time injury rate* (employees) 0 0.03 0 0 0
Lost-time injury rate* (contractors) 0.04 0.01 0.01 0.02 0.02
Lost-time injuries 15 7 7 2 2
Fatalities – employees 0 0 0 0 0
Fatalities – contractors 0 0 1 0 0
Number of heat stress incidents – page 33 9 6 1 0 1
Total recordable occupational illness rate – page 32 - - - 0.00 0.01
% of CSR activities that were proactive - - - 47 39
(i.e. non-solicited) – page 56
About this report
This report is RasGas’ third annual sustainability
report, building on our previous two sustainability
reports, issued in 2009 and 2010.

It describes activities in the financial and calendar

year 2011 and provides an account of actions and
performance data relating to a range of business,
economic, environmental and social issues which
make up our sustainability performance. It has
been prepared in accordance with guidelines on
sustainability reporting from Qatar Petroleum, which
adopts guidance specific to the oil and gas industry
prepared by the International Petroleum Industry
Environmental Conservation Association (IPIECA), and
cross-references the Global Reporting Initiative (GRI).
Further details, including a description of the process
for defining report content, is provided in the ‘Our
approach to reporting’ section.

This report builds on the foundation of sustainability

reporting that we have established within the
company and provides further information and new
perspectives on performance. In particular, and in
line with guidance from the HSE Regulations and
Enforcement Directorate within Qatar Petroleum,
we have focused on the themes of safety and
climate change in this year’s report – two topics of
immediate and long-term importance for everyone
in our industry.

RasGas believes sustainability reporting to be

a valuable tool in building relationships with
stakeholders; we hope you find this report of interest
and value. If you have feedback on it, please contact
us at: sustainability@rasgas.com.qa
 Sustainability Report 2011 3

Contents

Foreword by His Excellency Dr Ibrahim B Ibrahim 4

Introduction by Hamad Rashid Al Mohannadi, Managing Director 5

About RasGas 6

Governance 12

Delivering a lower-carbon future 18

Safety and health 24

Environment 34

People 46

Community engagement 54

Our approach to reporting 62

IPIECA and GRI content index 64

Glossary 73
4 Sustainability Report 2011 RasGas Company Limited

Foreword

RasGas continued its outstanding business performance in

2011, fulfilling its commitments to customers while operating
safely and reliably. Our rigorous approach to safety for our
workforce and our plant is fundamental to meeting our
commitments, and will remain so in the future.
In 2008, the Qatar National Vision 2030 laid out a progressive and ambitious roadmap for
the country’s economic, environmental, social and human development. RasGas is aligned to
this vision and will continue on the path to making it a reality.

The Barzan Gas Project, initiated in 2011, will be managed and operated by RasGas.
This major investment is an important element of the Qatar National Vision 2030 and is
strategically important for the long-term sustainable development of Qatar.
As a key supplier
When the project’s two new gas processing trains are in operation in 2014 and 2015, their
output will combine with that of other RasGas liquefied natural gas (LNG) and pipeline sales
of LNG, RasGas
gas trains to make a staggering total production capacity of around 11 billion standard cubic is contributing to
feet per day, the equivalent of almost two million barrels of oil. This will make RasGas one of cleaner fuel use
the largest gas processors in the world.
worldwide
In thinking about the future, we are all aware of the global challenge of climate change.
The 18th Conference of the Parties of the United Nations Framework Convention on Climate
Change will take place in Doha in November 2012 and will involve many organisations in
Qatar, including RasGas. Thousands of international participants will meet to address and
discuss global issues such as population growth, sustainable economic development and
resource management, which are vital to our future national prosperity. As a key supplier of
LNG, RasGas is already contributing to cleaner fuel use worldwide.

During a time of global economic uncertainty, our agenda aims to provide stability and enable
progress by seeking to ensure harmony between our business success and protection of
the environment, the community, and the development of people. We are committed to
sustainable development, in full support of the Qatar National Vision 2030.

His Excellency Dr Ibrahim B Ibrahim

Economic Adviser to the Emir of Qatar
Vice Chairman of RasGas Board of Directors
 Sustainability Report 2011 5

Introduction

RasGas had a remarkable 2011, with its best ever

safety record, strong operational results and excellent
environmental progress. This year’s Sustainability Report
focuses on how we operate to deliver superior health,
safety and environmental performance, while developing
our people and supporting the local community.
Across all our activities, our priority has been safety. I am pleased, therefore, to report that
in 2011 our total recordable injury rate of 0.07 was the lowest in RasGas’ history, while
maintaining a low lost-time injury rate of 0.01. The total number of injuries was almost
half that of 2010 and one-sixth of the number in 2009. We also significantly improved
our process safety performance. Every employee and contractor can take genuine pride
in this achievement.
Our 2011 operational
results highlight our Our 2011 operational results once again highlight our key strength: the ability to safely and
key strength: the reliably deliver on our commitments. Based on our LNG capacity of 37.1 Mta, our output
from Ras Laffan was a historic maximum of 36.5 Mta of LNG in 2011, demonstrating
ability to safely and excellent utilisation and reliability of our plant. Our ability to consistently market, sell and
reliably deliver on deliver LNG around the world continues to grow. Our reputation and commitment to
customers resulted in new sales and purchase agreements being signed in 2011, while
our commitments we continue to strengthen our relationships with existing customers.

Strong safety and operational performance underpins good environmental performance.

We invested more than $49 million in 2011 in projects that reduce emissions and enhance
our waste management performance. Through its new greenhouse gas policy, RasGas
commits to implementing emission reduction programmes based on principles of energy
efficiency, sound technology and cost-effectiveness.

This progress in 2011 has been recognised by recent accolades for our energy-saving initiatives
and business performance. In February 2012, Euromoney’s Project Finance magazine bestowed
its Global Deal of the Year award to recognise the outstanding achievement represented by the
financing of the Barzan Gas Project in a very challenging market. In March 2012, our new office
headquarters gained Qatar’s first Gold level Leadership in Energy and Environmental Design
certification for Commercial Interiors – a significant reward for our 2011 efforts to protect the
environment and save energy through excellence in design.

Our achievements in 2011 are the product of the skill and dedication of our people. I have
worked in the oil and gas industry for more than 30 years and I am proud to be part of
a company which has so much team spirit and which continually strives for excellence and
improvement. I invite you to read about all we have achieved in the pages of this report.
We look forward to continuing to enhance and excel in 2012 and beyond.

Hamad Rashid Al Mohannadi

Managing Director of RasGas
About
RasGas
About RasGas
About RasGas
RasGas Company Limited (RasGas) is one
of the world’s premier integrated LNG
enterprises and has an enviable reputation
for being a safe and reliable supplier of LNG
that has transformed a regional resource into
a key component of the global energy mix.
RasGas is a Qatari joint stock company
with more than 3,000 employees, owned
by Qatar Petroleum (70 per cent) and
ExxonMobil (30 per cent). Located in Qatar,
with its headquarters in Doha, RasGas has
production facilities in Ras Laffan to extract,
treat, liquefy and export LNG around the
world. RasGas has seven LNG trains in
operation, with a total production capacity
of 37.1 million tonnes per annum (Mta).
RasGas also produces liquefied petroleum
gas (LPG), gas condensate, liquefied helium
and natural gas.
The company has entered into long-term
agreements with customers in South Korea,
India, Italy, Spain, Belgium, Taiwan and
the Americas.
RasGas is a member of the International
Association of Oil and Gas Producers
(OGP), the International Petroleum Industry
Environmental Conservation Association
(IPIECA), the British Safety Council, the Qatar
Chamber of Commerce, and the International
Chamber of Commerce – Qatar.
Ras Laffan LNG
production plant
Sustainability Report 2011 7
RasGas’ vision, mission,
winning proposition and values
Vision
To be a world-class global energy supplier
striving for excellence.
Mission
To develop, produce and sell hydrocarbons
from the world’s largest non-associated
gas field in a safe and environmentally
responsible manner for the welfare of
the State of Qatar and the satisfaction
of RasGas’ customers while maximising
shareholder value.
Winning proposition
Safe, reliable production and delivery
of products to a worldwide portfolio
of customers, and superior execution
of projects and technical services for
and on behalf of RasGas’ shareholders
and stakeholders.
Values
• People: they are central to our success;
we care, listen to and develop our
people.
• Safety: we protect our people, assets
and the environment by upholding
high standards for process and safety
behaviours.
• Integrity: we do business ethically and
with integrity.
• Excellence: we strive for excellence in
all business aspects.
• General interest: we are partners in the
common interest we share: the success
of our company.
8 Sustainability Report 2011 RasGas Company Limited

Our approach to sustainability

RasGas believes that sustainable practices

and business success are inseparable, with
a strong commitment to accountability and
transparency in its business practices. By
applying this sustainability framework to its
strategic planning, business and operational
activities, RasGas seeks to position itself as
a transformative organisation and a driver of
change in Qatar.

Our approach to sustainability is linked to

the four pillars that underpin the Qatar
National Vision 2030. Key to our approach
is a commitment to:
• Improving performance – becoming
a more profitable and competitive
organisation by increasing the social and
economic benefits of our activities and
reducing their environmental impact
• Strengthening relationships – working
with shareholders and other stakeholders
to address mutual needs and, by sound
corporate advocacy with regulators,
ensuring that regulations supporting Monitoring offshore
 Jobs created
• • Revenues • Resource efficiency production plant on the
sustainable development are practical • Skills enhancement • Net cash flow • Product stewardship RasGas Alpha complex
and capable of implementation • Local economic • Earnings • Life-cycle analysis
• Integrity – maintaining the highest impacts • Shareholder return
standards in all our operations and in • Social investments
• Business ethics
the conduct of our business • Taxes/royalties
• Integrating sustainable practices –
by accounting for performance Economic growth
using quantitative measures in an
informed and transparent manner,
we seek to demonstrate success in
Socio- Eco-
implementing environmental, social economic efficiency
and economic programmes that also
meet socio-economic, eco-efficiency
and socio-environmental goals Sustainability

Social Environmental
progress Socio- stewardship
environment

• Spill prevention
• Diversity • Waste minimisation
• Employee • Emissions reduction
satisfaction  Safety and health
• • Regulatory
• Human rights • Global climate change compliance
• Community dialogue • Local environmental impact • Ecosystem services
• Labour standards • Resource management • Biodiversity

Figure 1. The RasGas approach to sustainability

Source: Oil and Gas Industry Guidance on Voluntary Sustainability Reporting,
International Petroleum Industry Environmental Conservation Association (2010)
About RasGas
Stakeholder engagement
RasGas recognises that it is accountable to stakeholders for its performance and acknowledges that its success depends upon understanding
stakeholder interests and needs, and finding the most effective responses in collaboration with its stakeholders. The table below lists RasGas’ key
stakeholders, how they are engaged and their priority issues. It also provides an introduction to how RasGas is responding to these issues.
Stakeholder How we engage with them
Regulators and Regular meetings.
government Official visits and audits.
Capacity-building events,
forums, awareness and training.
International Participation at conferences and
organisations exhibitions.
Participation in industry working
groups.
Investors / Corporate profile and a range of
shareholders corporate publications.
Management meetings and Board
of Directors meetings.
Qatar Petroleum Exchange and cooperate on HSE
affiliates and related issues.
Customers Ongoing process through
business interactions.
Employees Day-to-day involvement with
management such as meetings,
presentations, and departmental
engagement.
Employee development projects.
Suppliers Visits to suppliers and meeting
with management.
Transparent tendering process.
Community Collaboration with civil society
organisations.
Direct interaction with community.
Environment Environmental management
system and department.
Environmental protection
programmes.
Table 1. Stakeholder engagement
Stakeholder’s priority issues
Compliance with national regulations of
the Ministry of Environment; industry
regulations of the HSE Regulations and
Enforcement Directorate;
international treaties; and Ras Laffan
Industrial City requirements.
Contribution to public policy development
across various issues (such as climate
change, safety, environmental protection).
Benchmarking.
High performance.
High return on investment.
Minimisation of operating risks.
Excellent management relationships.
Consistent application of operating
principles.
On time and safe product delivery,
of required quality.
Long-term business relationships.
Safe and healthy working environment.
Learning and development.
Performance-based evaluation.
On time payment.
Long-term and reliable business
relationships.
Support for local suppliers.
Impacts of operations.
Local hiring.
Protection of biodiversity and marine life.
Minimisation of negative environmental
impact.
Reduction of flaring and other operational
impacts.
Sustainability Report 2011 9
Our response in 2011
Prepared for UNFCCC Conference of the Parties, supporting
Qatar Petroleum climate change initiatives.
Won the GCC Award for ‘Best Industrial Organisation
Complying with Regulations’.
Supported national regulators in the development of
approaches to road safety, process safety, greenhouse gas
(GHG) and other environmental reporting, carbon capture
and storage, among others.
Sponsor, exhibitor and presenter for 20th World Petroleum
Congress.
Continuing participation in IPIECA and OGP industry
association working groups.
Achieved a historical maximum output of 36.5 Mta of both
rich and lean LNG, demonstrating reliability and utilisation
versus a production capacity of 37.1 Mta.
Celebrated the symbolic stone-laying of the major Barzan
Gas Project.
Continued to enhance positive working relationship through
mutual projects, including the jetty boil-off gas project to
minimise GHG emissions.
Signed new long-term LNG sale and purchase agreement
with CPC Corporation, Taiwan, for the supply of an
additional 1.5 Mta of LNG for 20 years.
Reached in principle agreement with KOGAS of South Korea
for new long-term sales.
Executed a new agreement with EDF Trading, strengthening
our ties to European customers.
Best annual personal safety performance since RasGas was
established.
Set up new job families and professional development forums.
Positive employee climate survey outcomes and actions.
Higher proportion of Qatari nationals in the business.
Continuing use of open tenders.
Preferential terms for local suppliers built on tender
evaluation processes.
Hosted a forum for suppliers to outline RasGas aims and
expectations.
Supplier training initiatives, including guidance on RasGas
Elements for Excellence.
Sustainable procurement process embedded within the
Green Office policy launched.
Year of the Community, involving diverse initiatives
throughout the year.
Developed and launched new GHG strategy and policy.
Reduced SO2,VOC and NOx emissions.
Achieved LEED – Commercial Interiors certification at Gold
level for our new office headquarters, awarded in 2012.
10 Sustainability Report 2011 RasGas Company Limited

Our products and operations

Under the direction of Qatar Petroleum (QP),
the national company responsible for all oil
and gas industry activities in Qatar, RasGas
is responsible for the development of a large
concession area in the North Field.
The North Field covers more than 6,000
square kilometres and has recoverable gas
reserves of more than 900 trillion standard
cubic feet (approximately 10 per cent of the
world’s known reserves). The primary export
product is LNG, which is processed in Ras
Laffan Industrial City through 14 LNG trains,
seven of which are operated by RasGas.
Since 2001, RasGas has grown rapidly, most
recently with the completion of two LNG
‘mega-trains’, each with capacity of 7.8 Mta,
a further large sales gas train and current
expansion of its helium production facility.
RasGas continues to consolidate its position
in global LNG and helium markets, and is
set to become one of the world’s leading
helium producers. RasGas also produces
comparatively small volumes of by-products
such as liquefied petroleum gas (LPG),
ethane, sulphur and natural gas liquids (NGL).
Ras Laffan operations
RasGas’ corporate structure
and main operations
North Field
RasGas Company Limited (RasGas)
is a Qatari joint stock company owned
by Qatar Petroleum (70 per cent) and
Ras Laffan ExxonMobil (30 per cent). On behalf of
the shareholders, it acts as the operating
company for:
Ras Laffan Liquefied Natural Gas
Company Limited ‘RL’
Doha Established in 1993 to produce LNG
and related products from its two trains:
Qatar
Trains 1 and 2, which each have
a capacity of 3.3 Mta.
Ras Laffan Liquefied Natural Gas
Persian Gulf
Company Limited (II) ‘RL (II)’
Established in 2001 to produce LNG and
Saudi Arabia related products, RL (II) owns Trains 3,
4 and 5, which each have a production
capacity of 4.7 Mta.
Figure 2. Map of Qatar, showing the location of the
North Field Ras Laffan Liquefied Natural Gas
Company Limited (3) ‘RL (3)’
Established in 2005 to produce LNG and
related products, RL (3) owns Trains 6
and 7, which each produce 7.8 Mta.

0.7%
1.0%

5.0%

19.5%

54.9%

18.9%

Figure 3. Our principal products, 2011

LPG and NGL Sales gas

Sulphur Condensate
LNG Ethane
About RasGas Sustainability Report 2011 11

RasGas customers

RasGas has long-term sales and purchase agreements with its customers to supply LNG to many locations around the world.

United
Kingdom Belgium
France
Italy
Portugal
Spain Turkey South Korea

United States Qatar

Taiwan
Mexico
India

Brazil

Argentina
Chile

0.2

7.0 7.8

3.4

7.5
2.1
0.8

4.6
3.1
RasGas continues to
consolidate its position in
Figure 4. 2011 – customer base (Mta) the global LNG and helium
CPC
Distrigas
ExxonMobil
KOGAS
markets, and is set to
EDFT
Edison
Petronet
Spot
become one of the world’s
Endesa leading helium producers
Governance
Governance Sustainability Report 2011 13

Governance structure Board meetings are held, at which

The Managing Director of RasGas has
ultimate responsibility for the day-to-day
management, direction and operation of
the company, and oversees the operational
decisions affecting the business, such as
the selection of personnel using direct hires,
secondees or contractors.
Shareholders appoint the Board
members. His Excellency Dr Mohammed
Saleh Al Sada, the Chairman, and His
Excellency Dr Ibrahim B Ibrahim, the Vice
Chairman, are non-executive members of
the Board, and provide leadership for the
highest governance body of the company.
All major RasGas projects, as well as budgets,
are reviewed by the Board of Directors. The
Joint Venture Agreements and the Articles
of Association ensure that Board members
avoid any potential conflict of interest.
shareholders and senior management have
the opportunity to offer recommendations
and communicate with the Board. The
members of the Board are provided with
monthly reports from management to
enable regular evaluation of the company’s
performance. Committees created by
the Board focus on specific corporate
governance areas. For example, the
Board has adopted an audit charter that
allows its audit committee to oversee the
effectiveness of corporate governance and
management of RasGas’ business activities.
Seeking continuous improvement
Through its management systems, RasGas
strives continuously to improve in all its
activities. It has developed and implemented
a number of programmes to achieve this,
from enhanced business integrity controls to
refining its safety, health and environment
processes and procedures.

RasGas Board of Directors at end 2011: (standing, left to right) Taieb Belmahdi, Saad Al Kaabi, Bryan Wesselink,
Abdulrahman Al Suwaidi, Jos Evens, Dr Marwan Musleh; (seated, left to right) Said Al Mohannadi,
HE Dr Ibrahim B Ibrahim, HE Dr Mohammed Saleh Al Sada, Hamad Rashid Al Mohannadi, Barton Cahir
14 Sustainability Report 2011 RasGas Company Limited

The internal controls framework
The RasGas internal controls framework
(see Figure 5) exists to make sure that
business is conducted in a disciplined way
in accordance with laws and regulations
and RasGas’ policies, procedures and
financial authorities. A sound framework
and system of internal controls assists
compliance and reliable reporting, and
enables risks to be managed, company
assets to be safeguarded, and shareholders’
investments to be protected. There are six
main components in the controls framework,
which work together to ensure an effective
controls environment is maintained.
RasGas’ business conduct policies (see
page 15) lie at the heart of this framework.
They define requirements for the conduct
of company business and include policies
on ethics; information and disclosure;
harassment and intimidation in the
workplace; and other challenges that might
occur in the work environment. Further
information on these policies is provided
later in this section.
RasGas’ Basic Standards of Control set
out management principles, concepts
and standards for an effective system of
control. Their emphasis is on financial and
accounting matters, but the standards are
all-embracing and prescribe the minimum
controls that should be embedded in policies
and procedures.
A system of authorisation, in which
delegations of authority and the limits of
financial authorities are set out, ensures clear
accountability for financial transactions and
effective decision-making.
Policies and procedures describe what should
be done and how to follow our business
processes. They form an integral part of each
employee’s day-to-day activities.
Compliance checks include audit and
self-assessments, which evaluate the
effectiveness of the controls framework
and drive continuous improvement.
Audits are performed by the Internal Audit
department, which reports to the RasGas
Board, and bi-annually by the shareholders’
audit teams. Self-assessments are
conducted by people from within the same
group with knowledge of their particular
scope of work.
SEVENTH SENSE, the final component, is our
‘umbrella’ controls management system that
ensures controls are proportionate to the
risk and allows management to evaluate the
effectiveness of the whole framework.

Ras Laffan control room

g Lead
ssin ing
sse
A
Reporting

Risk
in g ing
Ch

ys

gi
an

al

ng An
Training

Figure 5. Internal controls framework

Business conduct policies
Basic standards of control
Authorisation
Policies and procedures
Compliance checks
SEVENTH SENSE
Governance
SEVENTH SENSE
In 2011, RasGas continued to embed
SEVENTH SENSE as its primary tool for
identifying and managing business, financial,
regulatory, information sensitivity and
reputational risks.
Its aim is to mitigate business risks to
acceptable levels. SEVENTH SENSE provides
a structured, consistent approach to controls
leadership, assessing business process risk,
analysing controls steps required to mitigate
specific exposures, ensuring appropriate
controls training, managing changes
in personnel and processes, checking
compliance with policies and procedures,
and reporting concerns to management.
It contains seven elements:
•M
 anagement leadership, commitment and
accountability
•R
 isk assessment
•B
 usiness process analysis and improvement
•T
 raining and development
•M
 anagement of change
•R
 eporting and resolution of control
weaknesses
•S
 elf-assessment
A controls committee, chaired each month
by the Finance Group Manager, reviews
SEVENTH SENSE status and actions. The
outcome is presented to the Managing
Director and his Executive Leadership Team.
Work to consolidate the implementation
of SEVENTH SENSE continued in 2011. This
included the launch of a ‘controls minute’
initiative to promote controls awareness
in staff meetings, and of an introductory
training programme for new hires, and the
development and roll-out of a business
process management of change procedure.
A post-implementation ‘element assessment’
was performed to establish benchmark
scores for each group and to assess how
well the elements of the system are working.
Element assessments will continue on a
two-year cycle.
Business conduct policies
RasGas has adopted a collection of business
conduct policies which define requirements
for the conduct of company business. They
are applicable to all employees, consultants
and secondees. Employees must declare
each year, in a formal certification process,
that they understand their responsibility to
comply with the policies. Table 2 below lists
the 14 business conduct policies.
Ethics policy
RasGas’ approach is one of strict observance
of laws applicable to its business. But the
policy does not stop there. Even where the
law is permissive, RasGas chooses the course
of highest integrity. It recognises that
a well-founded reputation for honest dealing
is itself a valuable company asset.
RasGas seeks to ensure that employees
understand that the company cares how
results are obtained, not just that they are
obtained. Through the policy, employees are
encouraged to act in an honest and ethical
manner, to record all business transactions
accurately and to be honest and open with
RasGas’ internal and external auditors.
RasGas expects its employees to report
suspected violations of law or RasGas’
policies to management. When an employee
has reason to believe that his or her
colleague is not complying with company
policies, he or she can contact the company’s
Ethics Committee or the Managing Director
in confidence. The role of the Ethics
Committee is to provide guidance and make
recommendations when issues of concern
arise. Violations of the policies and defined
security incidents are formally reported
to the committee, which determines
whether an investigation is required. The
committee also manages the conduct
of any investigations. In accordance with the
committee’s approach to grievance reporting
and non-retaliation, a belief or concern
expressed by an employee will not be held
against them when reporting a possible
ethical problem.
Sustainability Report 2011 15
RasGas expects compliance with its standard
of integrity throughout the organisation
and will not tolerate the achievement of
results at the cost of breaking laws or
dealing unethically. RasGas supports,
and expects everyone to support, any
employee who declines an opportunity
or advantage for RasGas that would
compromise ethical standards.
Equally important, RasGas expects open and
honest communications from employees
at all levels, and compliance with RasGas
policies, accounting rules and controls.
Input to public policy
RasGas contributes to public policy
development in areas such as climate
change, where its expertise is valuable. For
example, the company’s experience of acid
gas reinjection has contributed to Ministry
of Environment studies on the potential
for future emissions capture and storage.
RasGas has also provided expertise in the
development of road safety policy to the
Ministry of Interior in 2011.
Table 2. RasGas’ business conduct policies
1 Ethics
2 Conflicts of Interest
3 Gifts and Entertainment
4 Financial Controls
5 Tendering and Contracting
6 Safety, Health, Environment and Quality
7 Information Disclosure
8 Safeguarding Information and Assets
9 Employee Relations
10 Legal Compliance
11 Political Activities
12 International Operations
13 Drugs and Alcohol
14 Harassment and Intimidation in the
Workplace
16 Sustainability Report 2011 RasGas Company Limited

Preventing bribery and corruption Human rights RGEE: operations integrity

RasGas also recognises the need to identify
and manage the risks of bribery and
corruption. RasGas’ policies on conflicts of
interest, gifts and entertainment, tendering
and contracting, as well as its policy and
systems of financial control, provide
a framework for identifying and managing
such risks.
Transparency is a vital guiding principle. For
example, employees must declare instances
of actual, potential or perceived conflicts
of interest, and must report all offers and
acceptances of gifts and entertainment to
or from contractors, suppliers or customers
where the actual or estimated value exceeds
the amount stated in the policy guidelines.
Political contributions using company funds,
resources or premises are not permitted and
cannot be made directly or indirectly to any
political candidate or party in the State of
Qatar or anywhere else in the world, except
where such contributions are permitted by
law and have been approved by the Board
of Directors.
While RasGas does not have a separate
human rights policy, as a responsible
corporate citizen, it adheres to the basic
human values of dignity and respect for all
individuals, and complies with all laws and
regulations in force in the State of Qatar
that apply to it.
RasGas does not tolerate harassment or
intimidation in the workplace, and the
company’s employee relations policy
supports the provision of a mutually
supportive, respectful and productive work
environment. A non-retaliation and grievance
system is in place to enable employees to
raise instances of alleged mistreatment.
RasGas has a programme to train all its
employees on its business conduct policies.
As a check on compliance with these
policies, the annual internal self-certification
process seeks to ensure that employees
acknowledge their responsibilities under
company policies on business conduct and
that they will comply with them.
RasGas complies with the laws of the State
of Qatar, including complying with laws
prohibiting child or forced labour. RasGas is
also committed to conducting its business in
compliance with all governmental laws, rules
and regulations applicable to its operations
outside the State of Qatar.
In its corporate Safety, Health, Environment
and Security Policy, RasGas commits to
safeguarding human safety and health,
conserving the environment and ensuring
the security of its assets. This policy is
put into practice through the RasGas
Elements for Excellence (RGEE), which is
a proven management system framework
of processes and procedures to address
the inherent operational risks that could
potentially cause harm to our people, our
plant or our environment.
The thinking behind RGEE is that risks can be
minimised by a systematic risk assessment
approach and management techniques.
Effective leadership is vital, as are
commitment and accountability. Accordingly,
RasGas managers from the highest level
down are charged with visibly supporting
and leading RGEE.
RGEE addresses all operational activities
within RasGas’ business with underlying
principles and a set of expectations. Key
focus areas include managing interfaces,
process safety, regulatory compliance,
stewardship of actions to closure, and
embedding lessons learned from incidents.
Figure 6 below sets out the 11 elements of
the RGEE framework and the relationship
between them.

Driver Evaluation

2 Risk assessment and management

3 Facilities design and construction
4 Information/documentation
11 Operations
1 Management, 5 Personnel and training
Integrity
leadership 6 Operations and maintenance
Assessment and
commitment and 7 Management of change
improvement
accountability 8 Third-party services
9 Incident investigation and analysis
10 Community awareness and emergency
preparedness

RasGas has a programme

to train all its employees on Feedback

its business conduct policies Figure 6. Eleven elements of the RGEE framework
Governance Sustainability Report 2011 17

All RGEE systems have a defined scope The RGEE Academy

and objectives, roles and responsibilities,
Linking everything we do to RGEE RasGas has continued to help its workforce
procedures, measurement indicators at all levels understand that RGEE is the way
“RGEE Academy Level 2 truly
and a feedback loop to drive continuous people work at RasGas by providing training
demonstrated how the RGEE elements,
improvement in operations integrity within the RGEE Academy, launched in 2010.
expectations, guidelines and systems
performance. The academy courses target senior level
affect our day-to-day activities at
leadership, line managers and supervisors,
RasGas. It is amazing how, after the
RGEE has provided the organisation with as well as providing a foundation course
course, people started to link everything
a means to carry out its businesses safely, for all staff. Courses cover a wide range
they do to RGEE. This is not limited to the
efficiently and cost-effectively, to enhance of topics, including personal and process
work environment in RasGas but extends
technical integrity, and to share best safety awareness; leadership, commitment
to the entire world around us. The course
practices. To demonstrate visible leadership and accountability; contractor safety
successfully delivered the ‘Applied RGEE
and commitment from senior management, management; and how various elements
Management’ statement written on the
RasGas has established a committee, of RGEE combine together to provide a
handout binder.”
chaired monthly by the Managing Director, comprehensive risk management framework.
to monitor and measure the performance
Ali A R Dashti
of RGEE. Key performance indicators, In order to build in best practices developed
Specialist (Production Engineering)
covering all RGEE systems, are also regularly over the past five years within the company
Train 6/7 Asset
monitored by nominated ‘System Owners’. and in the industry more widely, the RGEE
system is being reviewed during 2012. The
An important validation of the performance revision will take account of assessments
and effectiveness of RGEE is independent carried out on individual system elements in
external assessment. An assessment was the past which have resulted in operational
carried out in 2011 which demonstrated improvements. Where appropriate, system
substantial improvements had been requirements or intentions will be clarified,
achieved within RGEE since the previous which in turn will help to drive better
assessment. The assessment also provided performance.
recommendations that are now being
pursued to further strengthen the system.

The RGEE system manages operations RGEE in practice – monitoring offshore operations on the RasGas Alpha complex
integrity risks and therefore complements
the SEVENTH SENSE management system,
which controls business and financial risks
(see page 15).
Delivering a
lower-carbon
future
Delivering a lower-carbon future
Energy needs and climate change
The provision of reliable, affordable and clean
energy is fundamental to tackling the many
and diverse challenges of sustainability.
Energy companies have a vital role to play
in helping people meet basic needs for
heating, transport and light, and in enabling
the development of health, wealth and
living standards. However, the world is now
recognising that the environmental risks
associated with producing and using energy
need to be addressed and that sustainable
pathways need to be found for future
generations to follow.
A future of rising energy demand
Demand for energy continues to rise.
It has grown steadily for several decades
and continues to increase as worldwide
populations grow and economies expand.
As we reported in our 2010 Sustainability
Report, authoritative forecasts (including
those of the International Energy Agency)
suggest that fossil fuels will remain the
dominant form of primary energy over
the next two decades, with gas making
an increasing contribution to world energy
supplies. In addition, as part of its World
Energy Outlook 2011, the International
Energy Agency (IEA) published a special
report that introduces a ‘gas scenario’ which
suggests an even stronger role for gas in
the future energy mix (see Figure 7).
Billion tonnes of oil equivalent
Fossil fuels will remain the
dominant form of primary
energy over the next two
decades, with gas making
an increasing contribution
to world energy supplies
Sustainability Report 2011 19
The challenge of climate change
Meeting the growing demand for energy
presents many complex challenges, not
least the global concern of climate change.
Over the next 50 years, without action,
atmospheric greenhouse gas concentrations
will be more than triple those of pre-
industrial levels, creating climate change
risks with the potential for socio-economic
and ecological impacts. As a gas producer,
RasGas recognises that the world needs
to address these global risks of climate
change. One way to address this challenge
is to reduce the average carbon intensity
of the energy by shifting from fuels rich
in carbon, such as coal, to fuels lower in
carbon, particularly gas. The increasing
demand for gas discussed above is in part
driven by its lower carbon content. The IEA’s
gas scenario reflects this shift, recognising
that gas can act as a lower carbon ‘bridge’
towards a future energy mix that will include
economical renewable alternatives to further
reduce carbon dioxide emissions.
4
3 Oil
Coal
2
Gas
1
Biomass
Nuclear
Hydro
0 Renewables
1980 1990 2000 2010 2020 2030
Figure 7. World primary energy demand
Source: World Energy Outlook © OECD/IEA, 2011
special report: ‘Are We Entering a Golden Age of Gas?’
20 Sustainability Report 2011
Qatar also faces these energy and climate
change challenges. Economically, its natural
gas resource provides both lower-carbon
fuel for the nation and prosperity through
its exports, contributing more than 55 per
cent of the national gross domestic product.
However, the risks of global climate change
on the country’s natural environment are
potentially serious. The Qatar National
Development Strategy 2011–2016,
published in 2011, states that the warmer
sea temperatures and higher sea levels that
arise from climate change will inevitably
disrupt marine ecosystems in ways that
could create biodiversity stress for future
generations. Rising temperatures could also
lead to further desertification, increased
water needs and poorer air quality.
Qatar recognises the importance of
climate change risks for the nation and the
positive contribution the country can make
as a provider of lower carbon fuel. This
recognition will be reinforced when Qatar
hosts the 18th Conference of the Parties
to the United Nations Framework
Convention on Climate Change (COP 18)
in Doha in November 2012, which will
involve many Qatari organisations,
including Qatar Petroleum with RasGas.
This is the most important forum globally
for climate change policymakers and will
focus attention on the actions that the
world’s nations need to pursue for energy
and environmental sustainability.
A national plan for energy
efficiency and conservation
has been proposed to drive
greenhouse gas mitigation
The path ahead
The widely accepted forecasts of increased
energy use make it clear that governments,
business and society at large will need great
commitment and significant investment over
decades to reduce carbon emissions and
ultimately stabilise greenhouse gas (GHG)
concentrations in the atmosphere.
The Carbon Mitigation Initiative’s
‘stabilisation wedges’ concept, shown in
Figure 8, sets out a path to avoid
a doubling of the world’s emissions 50 years
from now. By initially stabilising carbon
emissions at the current level of 8 billion
tonnes per year, the most severe risks of
climate change may be mitigated, and it
takes the first step towards the long-term
goal of reducing emissions to levels which
are sustainable for the planet’s ecosystems.
The concept recognises that there is no
single solution to reduce emissions and that
a combination of different actions is
required. Each stabilisation wedge offers
a strategic technology option to reduce
global carbon emissions by at least 1 billion
tonnes by 2060. Of the eight wedges
suggested, apart from tackling deforestation
and increasing solar, wind and nuclear
energy use, there are four options of more
immediate importance to the oil and gas
industry: carbon capture and storage,
16
Billion tonnes of carbon emissions
8
0
1950
Figure 8. Illustration of how carbon emissions could be managed to achieve stabilisation
Source: Carbon Mitigation Initiative, Princeton University, 2011
RasGas Company Limited
biofuels, energy efficiency and fuel switching
(from coal to gas). The wedges together
form a ‘stabilisation triangle’: the carbon
savings required to keep emissions flat for
the next 50 years.
Today, policymakers around the world
continue to develop policy responses,
including to try to stabilise emissions and
mitigate climate change risks. Internationally,
starting with the Kyoto Protocol, a wide
range of policies and measures are evolving
to encourage action, including emissions
trading systems, carbon taxes and a variety
of voluntary incentives and measures.
In Qatar, the framework of voluntary
measures to limit the growth of GHG
emissions includes a GHG accounting and
reporting scheme, a flare-reporting initiative,
and consideration of carbon capture and
storage. A national plan for energy efficiency
and conservation has been proposed to drive
greenhouse gas mitigation. A national action
framework is being developed to strengthen
technical and institutional capacity and
raise public awareness of climate change.
These and other measures are set within the
context of the Qatar National Vision 2030
and the shorter-term National Development
Strategy 2011–2016, which foresee the
responsible and strategic use of hydrocarbon
resources for the benefit of the current
generation and those that follow.
h
at
ntp Stabilisation ‘wedges’
rre
Cu
Flat path
Goal
2000 2050 2100
Delivering a lower-carbon future
Addressing the challenge though
Qatar’s oil and gas sector
Qatar’s oil and gas sector generates
approximately half of the country’s total
GHG emissions from energy and industry,
and so has a central role to play in optimising
energy use and minimising wasted energy.
Within this, QP plays a leading role in
translating national strategy into action
for the industry. RasGas fully supports the
initiatives being taken by QP.
In an environment where demand for fossil
fuels will continue to rise, demand for LNG,
RasGas’ principal product, is projected to
grow particularly strongly, representing well
over half the growth in traded gas. LNG and
renewables together are expected to be the
fastest-growing fuel sources in the next two
decades, as illustrated by Figure 7
on page 19.
This projected growth in demand for
LNG relates to its practical benefits and
environmental advantages. While all fossil
fuels have a carbon footprint, LNG is cleaner
burning, with lower carbon emissions per
unit of heat generated than coal or oil. It also
produces significantly lower levels of localised
pollutants such as sulphur dioxide and other
air-borne particulates.
In shipping, larger vessels
fitted with reliquefaction
facilities have reduced the
number of voyages required
and cut emissions per
nautical mile
RasGas initiatives
RasGas has launched initiatives to reduce
emissions across the value chain of its LNG
production, particularly initiatives to reduce
flaring. In 2011, RasGas completed a five-year
flare minimisation programme, which was the
first of its kind in Qatar. In 2005, RasGas was
flaring 1.37 per cent of its intake gas at its Ras
Laffan facilities. As a result of the measures
detailed on page 38, flaring had been reduced
to only 0.47 per cent of gas by 2010, an
overall reduction of 66 per cent over the five
years.The programme aligned with Qatar’s
goal of reducing flaring and contributed to the
country’s participation in the World Bank-led
Global Gas Flaring Reduction (GGFR) initiative.
In shipping, RasGas and Qatargas have
supported the use of larger vessels fitted
with reliquefaction facilities, not only reducing
the number of voyages required but cutting
emissions per nautical mile by using gas more
efficiently. Older vessels have been retrofitted
to use clean LNG as a fuel, thus reducing both
harmful direct emissions from the vessels
themselves and the indirect emissions from
the refinery production of residual fuels. In
addition, new hull coatings have been used to
cut fuel consumption.
A range of environmental initiatives are improving the efficiency of Qatar’s LNG shipping fleet
Sustainability Report 2011 21
In terminal operations, the jetty boil-off gas
recovery project, which is being undertaken
with QP and Qatargas, is designed to
minimise RasGas’ and Qatargas’ flaring at
the loading terminal in Ras Laffan to the
minimum practicable limit.
While LNG has inherent advantages,
delivering the quantities of energy the
market needs will continue to require
a clear strategy and operational excellence.
RasGas’ business strategy plots a route to
meeting future customer demand, just as the
company has successfully met its production
targets and commitments in the past. In
recognition of the importance of tackling
GHG emissions, RasGas has developed
a GHG policy and management strategy.
This work has been going on for two years
and will be completed in 2012.
22 Sustainability Report 2011 RasGas Company Limited

RasGas GHG management strategy

and policy
In developing its position, RasGas has
taken account of the current and future
international policy framework, covering
key national and international regulatory
and voluntary initiatives. The company has
also considered competitor benchmarking
conducted in 2010. Insights from the work
within industry associations (such as the
IPIECA climate change working group) and
participation in task forces (such as the
QP task force on GHG and climate change)
have fed into the strategy’s development.
Throughout the process, account has been
taken of the views of stakeholders inside
and outside Qatar, including meetings in
2011 with the Ministry of Environment, QP,
ExxonMobil and Ras Laffan Industrial City.

The GHG management strategy, shown in

Figure 9, sets out the policy and strategy
components. These provide the context
for action over the next five years and
RasGas presented papers on climate change strategy, corporate social responsibility and sustainability
beyond. Delivering the strategy requires reporting, as well as this paper on technological advances in LNG, at the 20th World Petroleum Congress in Doha,
responsiveness to key drivers, and December 2011
identifying and using human and technical
resources available. The approach
is underpinned by a philosophy of
continuous improvement.

The RasGas GHG policy was developed

in 2011 and approved in May 2012. The
statement is provided opposite and sets
Adoption of GHG policy Identification of goals defined
out the company’s overall approach and or position statement by the GHG policy
commitments, as well as the interrelated by critical stakeholders
components of the policy.

Policy Components

RasGas GHG
management
strategy
5-year plan Initiatives

Activities

RasGas has launched Management tool

that defines roles, Implementation of action Identification of
initiatives to reduce responsibilities and time
frames to achieve GHG
items, tasks and projects to
manage, measure and reduce
GHG initiatives and
programmes to achieve
emissions across the value initiatives GHG emissions goals in GHG policy

chain of its LNG production Figure 9. RasGas GHG management strategy

Delivering a lower-carbon future
A framework for future plans
The four principal components of the GHG
policy provide a framework for initiatives that
will help us achieve its goals. These include
activities we are planning to undertake in
2012–13, such as independent third-party
GHG verification, screening of emission
reduction opportunities, engaging with local
stakeholders (including but not limited to
preparation for the 2012 COP 18 meeting in
Doha), and assessing options for developing
our voluntary reporting. More information
on these activities, our initiatives and
performance is provided on pages 34–45,
in the Environment section of this report.
The development of this strategy provides
RasGas with a robust foundation for tackling
current and future GHG challenges. It will enable
us to build on the steps we are already taking
to minimise our own GHG emissions, defining
roles, responsibilities and timeframes within
which we can achieve our GHG policy goals.
Management of flaring: an opportunity to reduce GHG
emissions both offshore and onshore
Sustainability Report 2011 23
RasGas Greenhouse Gas Policy
May 2012
RasGas approach
RasGas believes that it is prudent to develop strategies that address potential risks to society arising from
climate change impacts associated with greenhouse gas (GHG) emissions.
RasGas commitments
RasGas is committed to developing and implementing programmes to reduce emissions that contribute to
the greenhouse effect and climate change; promoting the agenda of the Qatar National Vision 2030
and managing its activities so that there is harmony between social development, economic growth and
environmental stewardship.
RasGas will develop and implement a GHG management strategy that includes the identification, evaluation,
implementation and management of initiatives in relation to GHG in accordance with the three key principles
of energy efficiency, sound technology and cost effectiveness.
RasGas will work towards continual improvements in GHG management and engage its internal resources
within the framework of the RasGas Elements of Excellence (RGEE).
Interrelated policy components
The GHG policy and RasGas’ commitments will be achieved by implementing the following components:
• Accounting and reporting RasGas will measure and report GHG emissions following regulatory requirements
and best management practices. GHG emissions will be measured and managed to evaluate RasGas’ emissions
profile and achieved reductions.
• Mitigation GHG emission reduction projects, including but not limited to flare minimisation, carbon capture
and storage, and energy efficiency improvements, will be evaluated considering the potential access to carbon
markets and implemented in accordance with the three key principles: energy efficiency, sound technology and
cost effectiveness.
• Transparency RasGas is committed to providing clear and sufficient information for its stakeholders to assess
the credibility and reliability of RasGas’ GHG reduction efforts, through its ongoing sustainability reporting.
RasGas is committed to continual improvement in external reporting and performance benchmarking, in
addition to examining life-cycle GHG emissions.
• Advocacy RasGas will implement a GHG advocacy plan to proactively engage stakeholders to understand
climate change risks and opportunities within the organisation, as well as with the local and global community.
RasGas will participate in regional and global dialogue and will facilitate a joint industry approach to enhance the
GHG management strategy dialogue.
Hamad Rashid Al Mohannadi
Managing Director
Safety and
health
Safety and health
RasGas has maintained a determined focus on incident
prevention and improving operating practices, which
have made the company an industry leader in safety
performance.
In this section, we:
• Outline our management approach and commitment
• Summarise our personal and process safety
performance in 2011
• Provide information on our performance in comparison
to industry peers
• Outline important initiatives, such as those on safety
training, that drive the creation of a positive safety culture
• Set out the actions we take to protect the health and
wellbeing of our workforce
Sustainability Report 2011 25
Management approach
RasGas is committed to safeguarding
human safety and health, protecting the
environment and ensuring the security of
its assets. RasGas work locations range
from offshore installations to onshore LNG
facilities to our headquarters in Doha. The
safety and health challenge is substantial,
but our steady focus on incident prevention
and improving operating practices has made
the company an industry leader in safety
performance.
Safety is one of our five core values (see
page 7). It is of paramount importance at
RasGas, whether in day-to-day operations
or special projects. Our company-wide
target of zero lost-time injuries (LTIs)
continues to drive better safety and health
performance for every RasGas team every
day. This applies to contractors as well as
employees. The safety value is embodied
in the company’s policies and management
systems.
26 Sustainability Report 2011 RasGas Company Limited

Safety, Health, Environment
and Security Policy
The Safety, Health, Environment and Security
Policy is approved by the Managing Director.
The Safety, Health, Environment & Quality
(SHE&Q) Group is responsible for providing
the tools to create a healthy and safe
working environment for all employees and
contractors, including the protection of all
RasGas personnel, assets and property, and
providing a rapid and complete response in
the event of an emergency. Everyone who
works for RasGas is responsible for safety and
security, and management, ultimately the
Managing Director, has accountability for the
company’s performance against the policy.
Safety and health performance The systematic approach to preventing
events with the potential for fires, explosions
For many years, managers in the oil and and major spills is referred to as ‘process
gas industry have collectively directed their safety’. RasGas, in common with other
companies to reduce and eliminate incidents leading companies, has maintained its
involving workplace hazards. This refers priority on personal safety, but has increased
to recordable ‘personal safety’ incidents its focus on process safety to make certain
resulting in injuries from accidents such that its facilities have high integrity, that
as trips or falls, and ‘occupational’ illness procedures are robust and plant operators
resulting from exposures, such as heat stress are appropriately trained.
due to hot weather. Despite great success
in reducing these types of incidents, the oil
and gas industry has recently experienced a
number of major safety incidents. There has
therefore been a corresponding emphasis
on minimising the risk of such low probability
but high consequence incidents.

RasGas sets clear objectives for performance Indicator 2007 2008 2009 2010 2011
against its policy. Measurement and Fatalities (employees) 0 0 0 0 0
reporting are required, as is benchmarking
Fatalities (contractors) 0 0 1 0 0
against comparable organisations.
Tier 1 process safety incidents - - - 2 0
The policy is implemented through the
Tier 2 process safety incidents - - - 11 2
RasGas Elements for Excellence (RGEE)
management system, which has been Safety observations per person 38 61 65 43 27
certified to International Standard OHSAS Total recordable incidents (entire workforce) 79 78 67 21 11
18001:2007 (Occupational Health and
Safety Assessment Series). Conformance Total recordable injury rate (TRIR): employees* 0.08 0.03 0.09 0.10 0.03
to these standards is verified by inspections
TRIR: contractors* 0.18 0.12 0.13 0.16 0.09
and external audits. The system was
successfully reviewed in 2011 with no TRIR: entire workforce* 0.18 0.11 0.13 0.15 0.07
non-conformances. The system also Lost-time injuries (LTI): entire workforce 15 7 7 2 2
includes procedures relating to the design,
construction, operation and maintenance of Lost-time injury rate (LTIR): employees* 0.00 0.03 0.00 0.00 0.00
facilities. A commitment to best practice and LTIR: contractors* 0.04 0.01 0.01 0.02 0.02
continuous improvement is central to the
LTIR: entire workforce* 0.03 0.01 0.01 0.01 0.01
company’s policy and management system.
First aid incident rate* 0.47 0.32 0.87 0.77 0.39
Number of heat stress incidents 9 6 1 0 1
Total recordable occupational illness rate (TROIR) - - - 0.00 0.01
Mandatory safety training compliance (%) - 77 90 92 98
Number of industrial hygiene audits/ inspections - - 24 36 45
Hours worked (millions) 89.1 136.9 104.2 28.6 29.7

RasGas, in common with *Quoted rates are per 200,000 hours.

Lost-time injuries include any injury or illness resulting in one or more days away from work, and includes fatalities,
other leading companies, if any are recorded.
Total recordable injuries include any injury requiring medical treatment or resulting in restricted work or any lost-
has maintained its priority time injury or fatality.
First aid incidents are not part of total recordable incidents but are events requiring simple first aid and no
on personal safety, but medical treatment.
Occupational illnesses are those that result from exposure to health risks in the workplace resulting in illness that
has increased its focus requires medical treatment.

on process safety Table 3. RasGas safety and health performance 2011

Safety and health Sustainability Report 2011 27

Performance monitoring
We monitor our performance against a
Case study: shutdown management system
range of indicators. These include traditional
With seven LNG trains, two Al Khaleej Gas A wide range of factors need to be
lagging indicators to track unplanned events
(AKG) domestic gas plants and a helium considered when managing a shutdown,
(such as lost-time injuries), but more often
plant, three to four planned shutdowns including access control, traffic, waste
we are introducing leading indicators to
take place each year at the Ras Laffan site. management, job safety, heat stress,
monitor our planned efforts to prevent
The shutdown management system, a exposure to hazards such as chemical
these events. We use lagging indicators to
clearly defined, staged process, is designed substances or noise, emergency response
understand past performance and trends,
to ensure the smooth, timely shutdown and and rescue plans, and communication.
and leading indicators to test the strength
start-up of process equipment. Training and effective communication are
of our controls and encourage good safety
vital – not only for the employees and
behaviour. For example, we monitor the
A dedicated team carries out planning, contractors directly involved, but for all
number of safety observations as a leading
preparation, implementation and review those working on the site.
indicator, because this can reduce risk
of shutdown activity on site. A system
by strengthening our safety culture and
manual sets out the framework for Once the required maintenance activities
increasing awareness of potentially harmful
managing shutdowns, supported by are complete, pre-start-up safety reviews
conditions or practices in the workplace.
a specific plan containing information are carried out to verify that the equipment
relevant to the specific shutdown being is ready to be restarted safely. Lessons
One area where we focused attention on
undertaken. A hazards-based criticality learned are also an important element of
the management of safety in 2011 was
assessment is carried out to make sure that the management system.
shutdown safety (see Figure 10). Experience
the right levels of controls, resources and
across the industry has shown that
supervision are in place.
shutdowns, in which an area of the plant or
process equipment is intentionally taken out
of service for planned maintenance, and its
subsequent start-up in which the equipment
is brought back on stream, are higher-risk
processes. The case study describes our
shutdown management system, which we
reviewed and improved in 2011.

The process environment at Ras Laffan, where RasGas’ shutdown management system minimises risk

Gate 1 Gate 2 Gate 3 Gate 4 Gate 5 Gate 6

Business Planning Evaluation, Detailed scoping Final readiness Shutdown, Start-up, follow-up
Identifying safety definition and and planning checks and work execution, analysis, lessons
lead screening Develop plan preparation for recommissioning learned and
Understanding scope including resources shutdown and start-up improvement
related to safety and logistics Safety readiness Implementation Lessons learned
including emergency and monitoring of with action plan
preparedness the plan and action owners

Figure 10. Shutdown management system

 28 Sustainability Report 2011 RasGas Company Limited

Personal safety
We are pleased to report that we suffered no
fatalities in our operations in the course of
2011. This performance was achieved while
working a total of 29.7 million hours. Figures
11–13 demonstrate our performance
record in reducing incidents which result
in recordable injuries (requiring medical
treatment or restricted work or lost time
of more than one day).

Our total recordable injury rate (TRIR) of

0.07 was the lowest we have achieved
since RasGas began operations in 1999,
reducing the number of injuries by more
than half compared to 2010. However, as
in 2010, two of the injuries in 2011 were
more severe and resulted in lost-time injuries
(more than a day away from work). One of
these involved a facial injury to a contractor
when he was struck by an item of equipment
being repaired. The other involved the Operator wearing protective gloves during maintenance work at Ras Laffan
fracture of a contractor’s toe when it was
run over by a scaffold trolley. We continued to encourage all those who If an incident does occur, we record and
work for us to be mindful of their own safety analyse it to learn lessons and prevent
Of the other recordable injuries, a total of five and that of others. This included continuing re-occurrence. Our recordable incident
incidents resulted in a worker being unable to embed near-miss reporting, following a analysis continues to show a high proportion
to perform his or her work fully for a period campaign to promote ‘safety observations’ of hand and finger injuries. In July 2011, we
following the injury (known as a restricted in 2010. Near-miss reporting involves started a hand safety programme, which
work case) and four further incidents required the reporting of events that did not result contributed to a 30 per cent decrease in
medical treatment. While this remains a in recordable injury, illness or physical or the hand injury rate by the end of the
commendable performance for the upstream environmental damage but had the potential to year. This has continued into 2012 with an
industry, we will not be satisfied until we do so. The average number of reported safety encouraging 60 per cent improvement
consistently meet our target of zero lost-time observations per person in 2011 was 27. to the end of the first quarter.
injuries. Even then we will strive to have a
workplace where no injuries occur.

Figures 11–13. Performance trends for RasGas versus oil and gas industry average injury rates for 2007–2011

4 1.2 50

3.5 1st 1st 1st

1
TRIR per million hours worked

LTIR per million hours worked

40
3 2.68
0.8 2nd
2.5
Companies

0.66 30
2.08
1.75 1.68 1.76 0.6 0.55
2
0.45 0.42 0.43 3rd 3rd
1.5 20
0.4
0.9 0.73 4th 4th 4th 4th
1
0.55 0.64 0.17 10
0.37 0.2
0.5 0.05 0.07 0.07 0.07

0 0 0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011 2007 2008 2009 2010 2011

RasGas TRIR OGP benchmark average TRIR RasGas LTIR OGP benchmark average LTIR Number of OGP Companies
RasGas LTIR RasGas TRIR
Figure 11. Total recordable injury rate (TRIR) Figure 12. Lost-time injury rate (LTIR)
Source: Safety performance indicators – 2011 data; OGP, May 2012 Figure 13. OGP benchmark: RasGas ranking
Safety and health Sustainability Report 2011 29

In February 2011, our Projects Department,
within the Operations Group, celebrated
10 million hours worked without a single
lost-time injury. This reflected the strong
and successful relationship we have built
with four contractors over the past four
years on projects in Ras Laffan. In our view,
strong safety leadership, dedication, and full
engagement and training with our contractors
contributed to this record.
We compare our safety performance
globally against other companies in the
upstream oil and gas industry, participating
in benchmarking analysis undertaken by
the International Association of Oil and Gas
Producers (OGP), which collected data from
44 upstream companies in 2011.
Analysis of our performance in 2011 has
shown that RasGas’ safety performance
continues to be in the top 10 per cent
of companies surveyed. Based on rates
expressed per million hours worked, it can be
seen from Figures 11–13 on the previous
page that the RasGas lost-time injury rate (at
0.07) is still one-sixth of the industry average
(0.43) while the improved performance in
2011 for the total recordable injury rate (at
0.37) is now about one-fifth of the average
industry rate (at 1.76). Based on these key
performance indicators, RasGas is proud to be
among the top safety leaders in the industry
in 2011 but still recognises the need to
continuously improve its performance.
Process safety
Process safety is a disciplined framework
for managing the integrity of operating
systems and processes that involve handling
hazardous substances by applying good
design principles, engineering, and operating
and maintenance practices. It deals with the
prevention and control of incidents that have
the potential to release hazardous materials
and energy. In the oil and gas industry,
the presence of flammable hydrocarbons
and toxic substances is an intrinsic hazard.
Releases have the potential to result in
significant harm to people, the economy
or the environment.
Our aim is to develop a strong process
safety culture across RasGas in which we
apply inherently safe design principles and
undertake comprehensive operational
maintenance programmes. We also analyse
process safety events from the oil and gas
industry to apply any lessons to our own
operations. To make sure that our actions
address the right areas, we have identified
and assessed our process safety risks and
sought measures to mitigate these risks to a
level ‘as low as reasonably practicable’, known
as ALARP, across industry. We continue to
conduct periodic risk re-evaluations.
In 2010, we introduced a four-tier
hierarchy of process safety indicators to
track and prevent hydrocarbon releases,
which are referred to as ‘loss of primary
containment’ (LOPC). We are already
identifying improvements by applying this
industry-wide framework, which RasGas
helped to establish.
With this framework in place, we began work
to ensure that the most serious categories
of process safety events were reported
and investigated formally by the respective
functions, with root cause findings shared
among line management and incorporated in
the respective work processes. This included
a major effort in 2011 to check small
bore pipework connections across all
LNG trains, which were the source of two
Tier 1 incidents in 2010. This focus on
learning from process safety events has
contributed to better performance in 2011,
with no Tier 1 process safety events and
just two Tier 2 incidents, a considerable
improvement compared with 2010.

Lag
gin

Indicators of serious process safety failures, including gas releases Tier 1

g in

even if no injuries or damage resulted LOPC events

dic

of significant
ato

consequence
rs

Recording of other process safety events such as smaller gas Tier 2

releases or leaks with lower actual or potential harm LOPC events of
Lea

minor consequence
di
ng
ind

Ten indicators to measure system trips, shutdowns and Tier 3

ica

safety device activations in the plant, as well as near

tor

LOPC events of minimal consequence

s

misses such as minor leaks or fires and challenges to safety systems

In February 2011, our
Operations Group’s Projects Fourteen leading indicators based on critical
maintenance, risk management and action
Tier 4
Operating discipline and
Department celebrated closures, management of change, temporary
system defeats and actions to learn from
management system performance indicators

10 million hours without process safety events

a single lost-time injury Figure 14. Four-tier indicator framework based on American Petroleum Institute Recommended Practice 754-2010.
30 Sustainability Report 2011 RasGas Company Limited

We are continuing to build our in-house

process safety capability by improving data
capture and reporting systems for all types
of process safety indicators, especially at the
Tier 3 and Tier 4 levels, to align our efforts
with emerging industry practice. In 2011,
RasGas piloted and reviewed a number
of new indicators and, as a result, our
operations will use 10 Tier 3 indicators and
14 Tier 4 indicators from 2012.

The triangular four-tier framework (see

Figure 14, previous page) illustrates the
new combination of indicators. Of particular
importance is the demand on safety systems
(DOSS) Tier 3 indicator, which records, for
example, instances when the fully automated
instrumentation systematically takes a
pre-determined action to protect the plant.
This is an important ‘inherently safe’ design
feature of the plants at Ras Laffan. The Tier
3 level is complemented by Tier 4 indicators
that check the health of the system – for
example, maintenance of safety critical
equipment or ensuring incidents have been
formally investigated and reported.
RasGas Alpha complex
Safety offshore
In accordance with developing national
regulation, we will also prepare safety cases
for our onshore and offshore facilities. There
are specific risks that need to be managed
to prevent incidents involving gas and oil
releases, particularly because gas releases
in the confined spaces of a rig could result
in fire or explosion damage and potential
impacts to the marine environment. To
minimise risk, only one offshore installation,
the RasGas Alpha complex, is permanently
manned. In early 2012, a number of safety
improvements were recommended for the
Alpha complex, including the installation of
lifeboats on all remote wellhead platforms
for rapid evacuation in an emergency. Other
measures included replacing the helicopter
decks on two remote wellhead platforms to
accommodate the newer helicopters now
being used offshore.
The industry-leading safety performance
of our Subsurface Group was recognised
in 2011 with the award of the ExxonMobil
Development Company’s annual President’s
SHE Award. This is the second time
the Subsurface team has received this
prestigious award. The award recognises
best in class safety, security, health and
environmental performance, against
three criteria: management leadership
and employee/contractor involvement;
use of management systems and incident
prevention-focused processes; and controls
that address leading and lagging metrics. In
addition to outstanding safety performance,
the team’s commitment to environmental
protection was demonstrated by reductions
in flaring and the use of speciality couplings
on fuel transfer lines to reduce the
risk of spills.

We have identified and

assessed our process
safety risks, and sought
measures to mitigate these
risks to a level as low as
reasonably practicable
Safety and health
Road safety
As recognised in the QNV 2030, road safety is
a challenging issue in Qatar. The Vision refers
to the need for road safety, accident reduction,
traffic management and casualty reduction.
We transport many hundreds of our
employees and contractors every day by road.
In 2010, we began to fit the fleet of buses
and mini-buses with in-vehicle monitoring
systems (IVMS), which are recognised as
valuable in making sure that driving behaviour
matches appropriate standards. By tracking
vehicle mileage and monitoring how the
vehicle has been driven (logging instances
of excessive speed, hard braking or over-
revving for example), safer driving is
encouraged. In addition, the information
gathered enables vehicle maintenance to be
undertaken precisely when necessary, and
the vehicles to be kept in a safe condition.
In line with our plans, we installed monitoring
units on 103 vehicles in 2011, bringing the
total to 301 IVMS units in the current fleet
(which was consolidated in 2011 to reduce
vehicle numbers). We plan to install 80 more
units in 2012. RasGas contractors are now
encouraged to install IVMS in their vehicles.
We also audited RasGas vehicles in 2011 to
make sure high-quality tyres are fitted, and
have developed a vehicle examiners’ course to
enhance the rigour of vehicle examinations.
Defensive driver training has been enhanced,
with the provision of a bus drivers’ course for
all coach drivers. When recruited, shuttle bus
drivers receive additional practical training.
We are supporting the efforts of the Ministry
of Interior and the police to improve road
safety across Qatar in line with QNV goals. For
example, we are developing suggestions for
enhancing road safety , which we will provide
to the National Road Traffic Committee.
We are also working with community
representatives to increase awareness of road
safety risks in Ras Laffan Industrial City and
neighbouring areas. We are, for example, taking
part in a schools programme in the Al Khor
area, where we will be delivering road safety
messages to more than 30 infant schools.
Sustainability Report 2011 31
Safety training
We recognise the importance of visible
and strong safety leadership, particularly
in setting the right example for our entire
workforce, whether they are employees or
contractors. We have therefore launched
a safety leadership programme, targeted
initially at group managers, managers,
section heads and supervisors. The course,
which consists of 13 modules, is designed
to develop the existing skills and knowledge
of our leadership team members. The course
modules are linked to the elements of RGEE
and the behavioural competencies outlined
in the company’s job families. A second
element of the programme focuses
on supervisory positions and
safety fundamentals.
Safety Passport for the RasGas SHE&Q Group Manager
The RasGas Safety Passport
The Safety Passport has been developed Contractor safety
to maintain a record of employee and Our contractors, and their contractors in turn,
contractor behavioural and technical need to operate to high safety standards and
competencies. their approaches must be consistent with
our own. We hold monthly meetings with
The Safety Passport acts as a compliance contractors on safety and run safety forums
monitoring tool, as well as a guideline for contractors throughout the year. These
for individuals to track their own safety meetings, which take place in our Ras Laffan
training. It is a system which ensures people facilities as well as offshore and in our project
consistently maintain their competencies, offices, provide an opportunity to review
through accurate record management, and safety performance, examine and learn from
documents the safety competencies required incidents, and share good practice.
for their role.
The passport is a powerful tool on site,
because it enables compliance monitoring
for both safety training and behavioural
competencies. It is used to monitor high-risk
tasks and permit-to-work authorisations.
For example, it is used for access control
to high-risk areas of the plant, following
the simple rule ‘no training, no access’. The
Safety Passport system is overseen by
a coordinator whose records ensure the
correct training has been carried out.
32 Sustainability Report 2011
Health
RasGas responds to workplace health risks
by providing dedicated occupational health
support to its employee and contractor
workforce.
This includes primary healthcare and
emergency medical services, support
services to offshore medical facilities, worker
wellness programmes, safety-critical task
assessments, and community medical and
dental services to employees’ families.
For example, our approach to fitness at work
involves pre-employment assessments,
periodic health assessments for workers,
and health promotion campaigns.
As described in the Community engagement
section of this report, RasGas provides
financial, practical and personal support to
address various community health needs.
RasGas’ Medical Services department became
the first primary healthcare facility in Qatar to
receive JCI (Joint Commission International)
accreditation, in 2011. JCI is one of the largest
accreditors of healthcare organisations in the
‘RasGas Donates Blood to Make a Difference’ initiative
United States, with long experience in this field.
The JCI assessment helps ensure a safe and
efficient patient care process, and has already
resulted in improved quality and credibility of
our medical services.
Health risk assessments
RasGas carries out annual health risk
assessments (HRA), conducted in accordance
with the Occupational Health and Working
Environment system within RGEE. Our
methodology is in line with IPIECA and OGP
industry guidance and recognised professional
practice. The independent external
assessment of RGEE carried out in 2011 (see
page 17) commended the HRA process.
The HRA process aims to identify and
evaluate health hazards in the workplace.
It takes into account existing or proposed
control measures and, where appropriate,
identifies the need for further measures to
control exposure to health risks.
The process involves identifying the hazards
associated with process units and plant
areas (such as exposure to noise or toxic
substances such as benzene), characterising
those hazards, and assessing the potential
Particulates and dust are periodically monitored to assess air quality for health protection
RasGas Company Limited
exposure to them faced by workers. This
analysis is captured in a health risk rating.
Controls to manage the risks, including
training, are then reviewed.
For example, noise exposure can be a
hazard in areas of our working environment
onshore and offshore. We therefore
monitor exposure to noise among groups of
workers in roles identified as having higher
than average levels of exposure. We raise
awareness of noise risks, use engineering
and administrative controls and personal
protective equipment to protect workers
from excessive noise, and carry out regular
hearing checks by trained occupational
health professionals.
Health performance indicators
In the same way that we record injury rates,
since 2010 we have also monitored illness
rate as a key performance indicator (KPI)
called total recordable occupational illness
rate (TROIR). Compared with a rate of zero in
2010, our illness rate in 2011 was 0.01 as
a result of a single heat stress incident. Due
to its importance, the number of heat stress
incidents is also a KPI (see page 33).
Safety and Health
Heat stress
RasGas’ operating conditions present unique
challenges for securing the health of all
its employees. Ambient air temperatures
generally average 35°C between May
and September with daily maximum
temperatures often in excess of 40°C, and
relative humidity ranges from 25–100 per
cent. August is generally the most humid
month of the year, and creates a potentially
dangerous situation for those exposed to
the heat. This poses the greatest health risks
and a need for heat stress management,
especially when Ramadan falls within these
hottest periods.
We have developed and applied a work
programme designed to reduce the risk
of heat-related illnesses (such as heat
exhaustion, cramp and heat stroke). The
programme posts information on appropriate
intervals for work and rest and required
amounts of water to drink. This guidance
is available to workers in various languages
RasGas combats heat stress using a range of measures, including automated heat index monitoring equipment and mandatory
carrying of water bottles as personal protective equipment (PPE) when working on Ras Laffan operations in summer months
and is based on heat index monitoring, which
assesses indicators such as relative humidity
and ambient temperature. Monitoring
information is communicated by the plant’s
public address system, text messaging,
electronic boards, and colour-coded flags
which indicate the degree of hazard.
The heat stress prevention programme has
been effective for the past five years, during
which time the rate of heat stress incidents
has been significantly reduced. However, we
suffered one heat-stress recordable incident
in 2011, and we revised the heat stress
prevention procedure to take account of the
lessons learned.
Ergonomics
We have carried out initiatives to raise
awareness of the importance of good
ergonomics in our work environments.
When specifying for office equipment for
the new RasGas headquarters building, we
placed emphasis on obtaining the most
Sustainability Report 2011 33
ergonomically suitable office furniture.
We have followed this up by providing
ergonomics training and carrying out
a comprehensive ‘human factors’ study
that focused on improving the layout
of the offices.
Our focus on ergonomics has extended
beyond the office environment to consider
risks that arise in our production facilities,
where posture and repetitive tasks can
also be important in determining health
and wellbeing.
Food safety and hygiene
We have an established procedure governing
food and water safety. Audits are scheduled
to ensure the integrity of the food chain,
and our catering contractors use approaches
that incorporate hazard analysis critical
control point (HACCP) concepts, which are
commonly used in the food industry.
Environment
Environment
RasGas is committed to the long-term sustainability
of Qatar’s natural environment, in the context of its
commitment to the Qatar National Vision 2030.
RasGas has developed a corporate culture in which
environmental management is integrated into its
processes and behaviours.
In this section, we:
• Summarise our approach to environmental
management
• Provide information on our environmental expenditure
in 2011
• Outline our greenhouse gas emissions and other
emissions to air, and the initiatives we are taking to
reduce them
• Set out our approach and performance on waste
management and energy use
• Describe our approach to the management of water
and biodiversity
Sustainability Report 2011 35
Our approach to environmental
management
RasGas’ commitment to conserving the
environment is essential to its long-term
success. RasGas maintains a comprehensive
Environmental Management System
integrated within RGEE (see page 16)
and certified to ISO 14001:2004, the
internationally accepted standard for
environmental management. RGEE enables
RasGas to take a rigorous and structured
approach to addressing environmental issues.
Conformance to standards is verified
annually by inspections and external audits.
To date, RasGas has successfully undergone
these inspections, including a recertification
audit completed for ISO 14001 in 2011,
with zero non-conformances and only minor
suggested improvements.
36 Sustainability Report 2011 RasGas Company Limited

In the course of 2011, RasGas undertook Environmental expenditure Greenhouse gas emissions
a range of activities that promote
better environmental management in its Table 4 sets out RasGas’ environmental A strategic response
day-to-day operations, as well as carrying expenditure in 2011, showing a total of As outlined in the section of this report
out audits that check how well the system more than US$49 million. The majority of discussing energy needs and climate change
is functioning. Highlights included: spending (in the air category) related to (pages 18–23), RasGas has developed
major capital expenditure on NOx retrofit a corporate greenhouse gas (GHG)
• Developing a greenhouse gas policy and projects on gas turbines and utility boilers. management strategy.
management strategy, completing work Spending on waste related to disposal and
begun in 2010 transport, as well as design work for new The strategy provides a framework for the
• Reducing our air emissions of NOx, VOCs waste management options. action we have already taken and will take
and SO2 by implementing various projects in future to minimise emissions from our
and initiatives More information on the projects undertaken own operations, and provides a platform to
•C  ompleting a dedicated flare minimisation is provided in the relevant sections below. consider mitigation opportunities along the
programme supply chain.
•W  orking to minimise absolute levels of Category Expenditure
waste generated and to continue our (US$ million)
programme of waste recycling. This Air 46.88
included beginning the recycling of
electronic waste Waste 1.49
•C  ompleting independent third-party Water 0.40
verification of our greenhouse gas
Corporate programmes 0.25
inventory. This was done for the first time,
and was carried out in accordance with Other 0.15
international standards Total 49.17
• E nsuring that our new office headquarters
building in Doha achieved LEED
certification in March 2012 (see case
Table 4. RasGas environmental expenditure 2011
RasGas environmental
study on page 42) expenditure in 2011 totalled
•C  ompleting 10 asset-specific internal
environmental compliance audits and
more than $49 million
securing positive feedback from external
audits on our management systems from
independent ISO auditors and from our
shareholder ExxonMobil. This included
achieving the best possible audit score
for the audit of the environmental
management system under RGEE
•W  inning a Gulf Cooperation Council
(GCC) award for the best industrial
organisation complying with
environmental requirements

Corporate Social
Responsibility: RasGas
employees, hard at work
cleaning Qatar’s beaches
Environment Sustainability Report 2011 37

Our performance Greenhouse gas emissions 2007 2008 2009 2010 2011
Our direct GHG emissions totalled 18.4 (million tonnes)
million tonnes of carbon dioxide (CO2) Total greenhouse gas emissions of 9.4 9.3 8.9 16.8 18.8
equivalent in 2011, compared with 16.4 CO2 equivalent
million tonnes in 2010. A number of factors Total direct greenhouse gas emissions 9.0 9.2 8.6 16.4 18.4
contributed to the increased level of
emissions, such as higher reported emissions Indirect greenhouse gas emissions 0.3 0.1 0.3 0.4 0.4
from flaring due to the introduction of a new (from purchased electricity)
reporting basis which includes emissions CO2 from flaring 1.4 1.5 1.1 1.4 1.7
related to jetty storage tank and flaring CO2 removal from feed and vented 0.7 0.8 0.8 2.1 2.4
operations. Emissions from venting and
combustion also increased, mainly as a result CO2 from combustion 6.6 6.6 6.4 12.4 13.8
of the inclusion of a full year of data from Total CO2 8.7 8.8 8.3 15.9 17.9
the new Train 7.
Methane (CH4) 0.010 0.010 0.008 0.010 0.010

We benchmark our emissions with 10 other Nitrous oxide (N2O) (tonnes) 435 449 432 860 945
LNG producers by normalising emissions in Greenhouse gas intensities
tonnes as a percentage of the total weight
of gas intake from the production reservoir. Tonnes GHG per tonne LNG 0.468 0.440 0.418 0.510 0.519
Direct GHG emissions as a percentage of Tonnes GHG per tonne hydrocarbon 0.286 0.269 0.248 0.280 0.287
intake increased marginally compared with
2010, but our performance on this measure Table 5: RasGas GHG emissions 2007–2011
is still better than the industry average, as
it has been over the past six years. When
compared with other companies on this
measure, RasGas’ performance was ranked
third out of the 11 companies in the
2011 benchmark.

Our GHG emissions data was audited and

verified by an independent third party for
the first time in 2011, in accordance with
international best practice and methodology.

30 40
27.4

23.9 23.7 24.1 35

25 32
22.8 30 30
21.2 29 28 28
30
Weight % of total intake

Weight % of total intake

27
20
Benchmarking 25
24 23 24 24
21
15 20
We benchmark our emissions with 10
other LNG producers. Much of the text 15
10
and several graphs in this Environment
section (pages 34-45) use benchmarking 10
5
information, including LNG industry 5
average data, from these producers,
0 0
drawn from the following source: 2006 2007 2008 2009 2010 2011 2006 2007 2008 2009 2010 2011
‘Operational Performance Review – CO2 removed from feed GHG from direct N2O RasGas LNG industry average
RasGas 2006–2011’. Information is also Direct CO2 from Indirect GHG
drawn from previous reports 2006– combustion/flaring/other GHG from direct Figure 16. GHG emissions 2006-2011 versus worldwide
2010, Shell Global Solutions and Philip sources methane LNG industry average
Townsend Associates Inc. Figure 15. GHG emissions 2006–2011 (all sources),
RasGas trend
38 Sustainability Report 2011 RasGas Company Limited

Reducing flaring
Flaring of excess gas is one of the most
significant contributors to national GHG
emissions, accounting for 13 per cent of
national energy GHG emissions.
In 2010, RasGas completed a five-year flare
minimisation programme, which was the first
of its kind in Qatar when introduced in 2005.
The initiative aligns with Qatar’s goal of
reducing flaring and makes a contribution
towards the country’s participation in the World
Bank-led Global Gas Flaring Reduction (GGFR)
initiative, a partnership that seeks to overcome
the barriers to reducing gas flaring by sharing
global best practices and implementing
country-specific programmes. We have sought
to use industry best practices and innovative
planning to include improved facility designs,
introduce new operating procedures, and use
waste gas for power generation.
Flaring reduction initiatives undertaken in In 2011, absolute levels of flaring increased
2011 included: principally as a result of the adoption of
a new reporting model, in line with best
• F urther optimising fuel gas consumption practice. Table 6 below sets out flaring
and as a result reducing excess fuel gas emissions per unit of volume of gas intake,
flared by using interconnection between showing figures calculated according to the
different production trains previous and new methodologies.
• Initiating a pilot study to monitor passing
equipment (a passing valves management
programme)
• Initiating a study to identify 2012–16
planning options for gas recovery
technology to minimise continuous flaring
•A  chieving reduced flaring during drilling
operations through revised well clean-up
criteria
•P  rogressing with construction on the jetty
boil-off gas recovery project, which is
designed to recover gas flared at the jetty,
using compression and reuse in RasGas and
Qatargas fuel gas and production facilities

In 2011, the efforts continued, with the

RasGas in-house flare minimisation team
including process engineers and specialists
from Environment, Production and Operations
facilities, and Business Planning. A holistic 3.00
approach was adopted, with the development
2.51%
of a new flare-reporting model encompassing
Flaring volume per total gas intake (%)

2.50
all sources of flaring from the onshore receiving
facilities to the product-loading facilities located 200
in Ras Laffan port. The model incorporates
advanced measurement devices (ultrasonic 1.50
1.25% 0.99%
meters) to quantify all volumes flared. 1.47%
1.37%
1.00
0.95% 1.03% 0.67%
0.93% 0.48% 0.55%
0.50
0.64%
0.47%
0.00
2005 2006 2007 2008 2009 2010 2011

% Flaring actual % Flaring target Gas intake (relative indication)

(target for 2005–2010 only)

Figure 17. RasGas on-site flaring performance per total gas intake (2005–2011)

Flaring 2007 2008 2009 2010 2011

Flaring % per unit volume of gas intake 1.03 0.99 0.64 0.47 0.55
(on plot facilities only, with measurement
at the sources)
Flaring % per unit of volume of gas: new 2.48 2.15 1.74 1.54 1.26
basis (on plot facilities plus tankage, plus
jetty flare, with measurement at the flare)

Table 6. Flaring
Environment Sustainability Report 2011 39

Acid gas capture and injection Carbon capture and storage 2007 2008 2009 2010 2011

Since 2005, RasGas has operated an acid CO2 injected (million tonnes per year) 1.01 1.08 1.10 1.04 1.03
gas injection (AGI) scheme that stores CO2
Table 7. Carbon capture and storage: annual CO2 injected
and hydrogen sulphide (H2S) and thereby Source: RasGas Environmental Affairs
reduces emissions of CO2 and sulphur
dioxide (SO2) from production processes. Other gases • Retrofitting existing installations with a
These gases, which are present in the gas DLN (dry low NOx) system to control the
from the North Field, must be separated Air emissions from oil and gas industry release of NOx from gas turbines. Two
from the main gas stream during LNG operations may contribute to local or regional additional sources were retrofitted with
production to meet product specifications. environmental impacts such as haze, and can DLN in 2011
affect human health, flora and fauna. These • Optimising the flue gas recirculation
About 1 million tonnes per year of CO2 releases include nitrogen oxides and sulphur systems that are installed in all steam-
are reinjected onshore into a saline aquifer dioxide, emissions during combustion that generating units. Two further sources were
formation. The injection of acid gases also contribute to the formation of smog and acid retrofitted with this in 2011
eliminates the emission of about 11,000 rain. Volatile organic compounds (VOCs), • Implementing a plant-wide leak detection
tonnes of SO2 each year. The reservoir which are organic compounds (excluding and repair (LDAR) programme to control
formation is monitored using the latest methane) that vaporise in the atmosphere VOC emissions
microgravity surveying techniques, and may participate in the formation of • Implementing VOC recovery and destruction
which were determined to be the best ground-level ozone, are also emitted. at the condensate loading facilities
monitoring strategy. • Upgrading the existing continuous
RasGas has a number of programmes in place emissions monitoring system (CEMS)
Together with QP, RasGas is continuing to to minimise the release of these emissions in Trains 1–5 and AKG-1 for improved
study the possibility of enlarging the current into the atmosphere. These include: monitoring and accounting of emissions
scope of activity: either to capture, purify
and deliver CO2 to QP for enhanced oil
recovery, or to capture and inject CO2 from Non-GHG air emissions (tonnes) 2007 2008 2009 2010 2011
other trains that do not currently inject into
the existing reservoir. NOx 17,796 12,085 9,514 11,810 11,779
SOx 14,342 9,424 12,181 44,633 18,243
As the operator of the only AGI facility in
VOCs 5,549 5,670 5,923* 11,109 1,201
the region, RasGas plays an active role in
assessing and contributing to the broader * in 2009, reporting included CO2 which was previously excluded
development of carbon capture and
storage (CCS), which is widely recognised Table 8. Non-greenhouse gas air emissions
as having a potentially significant role to
play in mitigating GHG emissions. RasGas
participates in the International Petroleum
Industry Environmental Conservation
Association (IPIECA) Climate Change
Working Group, in national research
and engineering forums (such as Qatar
University and Texas A&M in Qatar) and
continues advocacy effort on CCS issues
with regulators. This includes monitoring
the progress of CCS application as a Clean
Development Mechanism under the United
Nations Framework Convention on
Climate Change.

Ras Laffan LNG product

storage tanks and
associated flares
40 Sustainability Report 2011
Dry low NOx retrofit and flue gas
recirculation
As a result of national concerns about air
quality, RasGas, in cooperation with the
Ministry of Environment (MoE), developed
a retrofit programme to introduce low NOx
technology to its turbines and boilers built
before 2005. Since 2007, RasGas has been
implementing the $275 million NOx retrofit
programme to ensure that all existing and
applicable combustion units will meet and
be even lower than the MoE limits for
NOx emissions by 2014. We believe the
retrofit programme was the first of its kind
in the region. RasGas’ NOx emissions have
decreased substantially since 2006, and
remained stable in 2011, as shown in Figure
18. This was due to the increase in emissions
(with the reporting of a full year’s emissions
from Train 7) offset by the decrease in
emissions resulting from the additional
retrofit activities in 2011.
NOx weight % of total intake
In 2011 RasGas retrofitted
two additional sources with
dry low NOx technology to
minimise emissions
RasGas Company Limited
In 2007, RasGas conducted two engineering Sulphur oxides emissions
studies and identified that in most cases
achieving an emission level well below Emissions of sulphur oxides (known as SOx,
the regulatory requirements was viable. but mainly sulphur dioxide – SO2) result
The emission levels were deemed as best largely from the combustion of sulphur
environmental practice for its combustion in hydrocarbons. In 2011, overall SOx
units. Boilers 1 and 2 were equipped with emissions from RasGas operations decreased
a flue gas recirculation system in 2011 significantly – by approximately 60 per cent.
to ensure they were achieving the new Figure 19 shows the weight percentage of
standard. SOx emissions by total intake from 2006
to 2011.
RasGas’ NOx emissions in 2011, in terms
of mass, were very similar to those in 2010 RasGas took a number of actions to achieve
(see Figure 18), following three years of this improvement. The reduction was
gradual decline brought about by the retrofit primarily due to higher reliability in Trains
programme. Emissions from gas turbines and 6 and 7 and AKG-2, resulting in fewer
boilers, which generate more than 90 per unplanned acid gas releases through flaring.
cent of these emissions, were stable due to The total acid/sour gas flaring decreased by
the retrofit programme. There was a minor 54 per cent to 701 million standard cubic
increase in emissions from other sources, feet (mmscf), compared with 1,502 mmscf
such as boilers, but this was offset by the in 2010. Efforts to improve the performance
decreases in major sources. As in 2010, of recently installed sulphur recovery units
RasGas’ NOx emissions, expressed in (SRU) resulted in a decrease in emissions due
weight percentage of total intake, remained to better performance.
better than the LNG industry average,
with RasGas ranking fourth of the
11 benchmarked companies.
0.07
0.06
0.10 0.06
0.05
Weight % of total intake
0.064 0.04
0.04
0.045 0.03 0.03
0.05 0.03
0.049 0.035 0.023
0.032 0.02
0.039 0.028 0.025 0.02
0.030
0.023 0.01
0.017 0.015
0.00
2006 2007 2008 2009 2010 2011
0.00
2006 2007 2008 2009 2010 2011
RasGas LNG industry average
Figure 18. NOx emissions 2006–2011 trend (all sources) Figure 19. SOx emissions 2006–2011 RasGas trend
(all sources)
 Environment
Volatile organic compounds:
leak detection and repair
Volatile organic compounds (VOCs)
contribute to low-level ozone formation,
which can damage the health of humans,
animals, trees and plants. Total VOC
emissions reduced significantly in 2011
compared with 2010, by approximately
66 per cent. This performance put RasGas
well below the LNG industry average, as
shown in Figure 20. RasGas ranked third out
of 11 companies in the industry benchmark.
In RasGas facilities, most of the VOCs are
emitted during loading of the condensate
products at the berths. In 2011, RasGas
handed over the condensate and LPG
product storage and loading facilities to
Ras Laffan Terminal Operations (RLTO).
This accounted for most of the decrease in
2011 VOC emissions profile. VOC recovery
and destruction units are now installed at
the condensate loading berths, contributing
to a reduction in indirect emissions
associated with RasGas products. Further
reductions were achieved on RasGas sites
due to fewer unplanned flaring incidents
from debutaniser units.
0.030
0.025
VOC weight % of total intake
0.020
0.045
0.020
0.015
0.014 0.014
0.010
0.005
0 0.002
2007 2008
RasGas
Figure 20. Direct VOC emissions 2007–2011 trend
(all sources)
Sustainability Report 2011 41
12,000 RasGas was the first company in Qatar to
use this technology, which is able to monitor
10,000 piping and process equipment for leaks of
VOCs with greater detection efficiency than
VOC emissions in tonnes
8,000 conventional methods and equipment. We
also monitor the control effectiveness of the
6,000 programme – a measure of the overall leak
rate reduction. RasGas achieved 92.8 per
4,000 cent in 2011. The programme has surpassed
the US Environmental Protection Agency
2,000 (USEPA) control effectiveness thresholds
of 70 per cent (gas) and 61 per cent
0 (light liquid).
2010 2011
Flaring Combustion RasGas is currently formalising these LDAR
Fugitives Loading initiatives. The plan will include actions
(Compressor seals) Storage designed to improve leak detection and
repair and improve management information.
Figure 21. RasGas VOC emissions by source, 2010–2011
In 2011, RasGas initiated discussions with
the ExxonMobil research centre in Qatar
RasGas has implemented a plant-wide on the development of remote sensing
LDAR programme since 2007 that uses applications that could minimise future LDAR
technologically advanced hand-held infrared monitoring requirements, provide more
(IR) cameras for leak identification of VOCs. accurate information on fugitive emissions
The camera technology delivers real-time as well as other applications in the field of
thermal images of gas leaks, which would process safety.
otherwise be invisible but which are seen
through the camera as black or white Oil spills
‘smoke’ images.
The production and transport of oil and gas
The RasGas environmental monitoring poses a risk of accidental spills or losses that
team has successfully identified, tagged could harm the environment. For RasGas,
and monitored more than 17,000 LDAR where the predominant materials handled
components covering Trains 1–5 and AKG-1. are gases, the risk of spills is lower. However,
The programme not only enables effective we record and report oil spills as a key
monitoring, but drives operational efficiency performance indicator (see Table 9).
by highlighting components in need of repair,
which reduces product loss and improves
process safety.
0.016 0.016
0.014 0.010
0.015
2009 2010 2011 Oil spills 2006 2007 2008 2009 2010 2011
LNG industry average
Number of oil spills 7 2 1 0 1 0
Table 9. Number of oil spills
42 Sustainability Report 2011
Emissions monitoring
The RasGas environment team monitors
all emission sources at least twice every
quarter, a rate which is twice the operating
permit requirement. Over the years, we have
consistently met regulatory requirements for
NOx and SO2 emissions.
We have introduced continuous emissions
monitoring for the new sources in Trains 6 and
7, and AKG-2, and in the future will retrofit
equivalent technology to the older Trains 1–5
and AKG-1. We are currently developing an
improved approach to quality assurance linked
to continuous emissions monitoring.
Energy use % of total intake
In 2011:
• Work progressed on engineering issues
associated with a project to install new and
upgrade existing CEMS
• An independent third-party evaluation was
initiated, examining the CEMS installed in the
latest RasGas trains (Trains 6 and 7, and AKG-2)
using the US Environmental Protection
Agency ‘Gold Standard’. At the same time, a
third-party performance testing campaign
was conducted to provide external assurance
on the compliance of emissions sources
with MoE regulatory limits
Energy use
RasGas generates its own power using
fuel gas-driven turbine generators located
at the Ras Laffan plant and also sources a
small proportion (less than 6 per cent) of
its energy as imported electricity from the
national grid. Most of the energy used on
the plant is for compression to liquefy gases
for transportation as well as separation
of the intake gas received from offshore
operations to produce the RasGas range of
products (see page 10).
11
9.2
10
8.9 8.5 8.9
9 8.6
8 8.5
8.6
7 7.8
7.7
6
6.4
5
4
3
2
1
0
2006 2007 2008 2009 2010 2011
RasGas LNG industry average
Figure 22. Energy-use benchmark: comparison of
energy use between 11 LNG production companies
Case study: Environmental excellence in our new headquarters
We sought to ensure that the design of
our new headquarters in Doha incorporated
excellent environmental performance.
Among the energy-saving features
integrated into the office design were
automated control systems to ensure that
the heating, ventilation, air conditioning
and lighting systems operate at
optimum efficiency.
We completed the project in October
2011, having made a submission to the
Leadership in Energy and Environmental
Design (LEED) programme in March 2010
to have the building’s energy efficiency
certified. LEED is an internationally
recognised rating system developed
by the US Green Building Council. This
certification, to Gold Level, was achieved
RasGas Company Limited
We measure energy use performance against
a range of efficiency measures. Similar to
the previous GHG measures, the industry
benchmark in Figure 22 is based on the
intake of gas. If RasGas uses less of this
intake gas as fuel, then more gas is available
as product. In 2011, including the small
amount of electricity imported, RasGas
operations used the equivalent of 8.6 per
cent of the available primary energy in its
intake of reservoir gas as fuel or imported
electricity. Comparison with other LNG
producers shows that RasGas was broadly in
line with the industry average performance
in 2011 and ranked seventh of 11 LNG
companies on energy use.
8.2
6.9
in March 2012. The building was the
first LEED-certified Commercial Interiors
project in Qatar.
In 2011, RasGas launched a Green
Office policy, which defines performance
measures, goals and strategies to
drive environmental excellence in all
our buildings. The policy allocates
responsibility for action to specific roles,
while encouraging heightened awareness
of the need for resource efficiency
among all employees. The policy covers
transportation, energy use, water, solid
waste management, indoor air quality,
sustainable procurement, cleaning and pest
management. It includes requirements
for verification and measurement and for
feedback and continuous improvement.
Environment Sustainability Report 2011 43

Energy-efficiency initiatives carried out
in 2011 included the launch of a steam
trap-monitoring programme using infrared
camera technology to detect leaks of steam
in process equipment. Eliminating leaks not
only saves energy, water and CO2 emissions,
but also improves production efficiency,
increases safety and generates financial
savings with short payback times.
RasGas and Qatargas have also supported
the introduction of fuel-efficiency measures
in the Qatar LNG shipping fleet. To reduce
emissions, an anti-fouling coating has been
used on the hulls of new-build, larger vessels
and also introduced on existing conventional
vessels. This reduces drag, decreases fuel
consumption and minimises the transfer of
marine organisms to or from Qatar.
Significant volumes of waste – including RasGas is required by its environmental
catalyst waste, spent molecular sieves and permits to establish waste reuse, recycling
process sludges, which represent the most and minimisation programmes, and to report
significant waste streams – must be dealt to the MoE on the quantity and types of
with on a continuous basis and at peak times waste recycled.
(for example, during shutdowns). Waste is
separated into 22 different waste streams.
In 2011, a review was initiated of how to
treat molecular sieves with significant levels
of aromatic hydrocarbons, some of which
may be harmful. In 2012, RasGas will begin
construction of two weathering pads for the Total waste disposed per
decontamination of molecular sieves with million tonnes of total intake
low levels of aromatics. We have validated
the concept for new sludge treatment units,
was the best in the industry
which will use biological degradation. benchmark
Waste (tonnes)* 2007 2008 2009 2010 2011

Waste management Incineration 35 62 72 125 87

Landfill 1,065 896 918 620 451

The total volume of waste from RasGas’
operations increased in 2011 to 5,544 Recycling 2,965 2,872 3,382 2,443 2,383
tonnes, an increase of 14 per cent on Storage 741 817 848 1,671 2,623
2010. Total waste disposed per million
Total amount 4,805 4,647 5,520 4,859 5,544
tonnes of total intake (Figure 23) was
the best in the industry benchmarking Percentage of total waste recycled 62 62 65 50 43
comparison.
* Onshore operations only

RasGas’ corporate waste management

Table 10. Waste volumes and disposal methods
programme, launched in 2009, provides
a cradle-to-grave framework for waste
minimisation, collection, treatment, storage,
reuse, recycling and final disposal. It also 140 180
seeks to address the fact that the markets in
122.5 124.3
which to sell recyclables in the Middle East 160 152
120
Tonnes waste/million tonnes of total intake
Tonnes waste/million tonnes of total intake

are still developing. We strive to minimise 113.9 144

140 136
waste arising, and volumes of total waste
100
(per million tonnes of total intake) are 120 122
123
considerably lower than industry averages, 122 124
80 100
as shown in Figure 24. 68.6 71 114

60 80
71
69
60
40
40
20
20

0 0
2007 2008 2009 2010 2011 2007 2008 2009 2010 2011
RasGas LNG industry average
Landfill Storage
Recycled
Figure 24. Waste disposal trend (all sources),
Figure 23. Waste disposal in tonnes per million 2007–2011
tonnes of gas intake
 44 Sustainability Report 2011 RasGas Company Limited

RasGas has undertaken various initiatives Coral relocation has been

to enhance waste management, including carried out, following
a seabed survey of the
completing the installation in 2011 of new
Barzan Gas Project
waste collection points throughout the plant pipeline corridor
to improve waste identification, segregation,
collection and containment. The roll-out
of a new waste information system was
also completed, which enables automated
waste identification, collection, record
and report generation using a web-based
database and hand-held tablets. RasGas
also completed the first export of electronic
waste for recycling. As in-country facilities
for disposing of this type of hazardous waste
are developing, RasGas currently sends
most of this waste to the Netherlands for
recycling, in line with the Basel Convention
requirements for the transboundary Water Biodiversity
transportation of hazardous waste.
Water management is an increasingly The Qatar National Vision 2030 recognises
RasGas’ recycling rate remains the best important issue in the oil and gas industry, the need to balance development needs with
in the benchmark comparison with LNG and in particular the use of fresh water in environmental protection, including the need
industry averages, as shown in Figure 25. operations. This is especially sensitive in to preserve and protect biological diversity.
However, RasGas’ rate of recycling declined regions and countries such as Qatar, where
in 2011. This was the result of having fresh water resources are scarce. A significant proportion of Qatar’s energy
higher levels of aromatic compounds in the deposits lie in the shallow waters near
spent molecular sieve waste that could not RasGas’ primary process water source is the coastline, and development of these
be recycled (see previous page). This also sea water, which is used for cooling process offshore reserves is integral to supplying
accounts for the significant increase in stored equipment through a once-through cooling the energy needed to power the country’s
waste materials in 2011. water system. The water is returned to two economic and industrial growth. RasGas is
cooling water channels used by Ras Laffan addressing this through its Environmental
Industrial City (RLIC) that subsequently Management System, which lists biodiversity
discharge into the sea. As in previous aspects and impacts associated with its
years, our total water discharges in 2011 operations, along with adequate mitigation
amounted to approximately 4 million and monitoring measures. A special emphasis
tonnes per day. is placed on biodiversity while developing
new facilities, as detailed in the following
70 65 In addition, RasGas has installed a network case study. Finally, RasGas is advancing the
62
of 25 ground water monitoring wells biodiversity agenda through its Corporate
59
60 throughout its facility. These maintain Social Responsibility programme (for
Waste recycled % of waste disposal

continual vigilance on the presence and example via annual beach clean-up efforts)
50 transport of potential contaminants. and its participation as a founding member
50 43
48 of the Ras Laffan Environment Society,
40 which conducts annual turtle monitoring
surveys and studies on marine water quality
30 in the Ras Laffan area.

25
20 23 Water discharges 2007 2008 2009 2010 2011
(tonnes/day)
10 Once-through cooling water 4,037,638 4,015,790 4,085,142 4,007,911 4,070,306
Other 861 997 1,231 1,286 1,641
0
2006 2007 2008 2009 2010 2011 Total 4,038,499 4,016,767 4,086,373 4,009,197 4,071,947
RasGas LNG industry average
Figure 25. RasGas waste recycled: trend 2006–2011 Table 11. RasGas water discharges, 2007–2011
Environment
Case study: Biodiversity protection in the Barzan Gas Project
The Barzan Gas Project is strategically
important for the long-term development
of Qatar. Gas from the new plant will be
produced by RasGas from Qatari natural
resources in the North Field. Barzan will
meet the country’s growing need for
clean-burning natural gas, and so will
play a vital role in fuelling industrial and
human development.
The project will have two development
phases, with Barzan Gas Processing Train 1
producing its first gas in 2014, and
Barzan Gas Processing Train 2 beginning
production in 2015. The two trains will
together produce approximately 1.4 billion
standard cubic feet per day of sales gas, or
the equivalent of 300,000 barrels of oil per
day. A high proportion of the Barzan trains’
output will be used by Qatar’s power and
water sectors. RasGas is project manager
and operator of the development.
The natural world: RasGas is comitted to playing its
part in protecting and preserving the environment
for future generations
Qatar’s marine ecosystems, which include
mangroves, coral formations, deep sea coral
assemblages and shallow seagrass beds, are
highly sensitive. RasGas and its joint venture
partners are taking care to make sure that
biodiversity considerations are being built into
work processes as the new energy resources
are developed. Initiatives include a turtle
nesting and hatchling survey, a near-shore
coral and seagrass baseline study, and an
archaeological survey undertaken as part of
the project’s environmental, socio-economic
and health impact assessment (ESHIA). The
ESHIA also included a turtle management plan
and a coral management plan.
Initiatives include a turtle
and hatchling survey,
a coral and seagrass
baseline study, and an
archaeological survey
A hawksbill turtle in the waters off the Qatari coast, one of the many species to benefit from RasGas’ efforts to
maintain the marine environment following pipeline-laying for the Barzan Gas Project
Sustainability Report 2011 45
In 2011, we completed the seabed
survey of the Barzan pipeline corridor and
potential relocation sites. This involved
documenting any significant ecological
changes in the pipeline corridor since
the original ESHIA baseline survey in
2008 and confirming coral density
estimates and the number of hard corals
for potential relocation. Coral habitats
were delineated and characterised, and
data on oceanographic conditions (such
as temperature, salinity, turbidity) was
gathered. Locations were assessed for
coral relocation, a transplant plan and coral
management plan was developed, and
recommendations made. Coral relocation
was completed in February 2012 and
included the creation of man-made reef
development to create suitable sites.
In addition, RasGas has drafted marine
mammal observation and coastal protection
and restoration plans for the project.
People
People
RasGas recognises that its continued success depends
upon the skills and dedication of its people. To this end,
we seek to attract, retain and develop a high-performing
workforce and provide a caring and inclusive work
environment that will enable RasGas to meet its current
and future business needs through an effective set
of integrated people processes and a high-quality
Qatarization programme.
In this section, we:
• Describe the composition of our workforce
• Set out our approach to managing our people
• Outline key developments in 2011 in the areas of
resource planning, Qatarization and performance
management
• Outline our approach to training and development
• Describe the results of our 2011–12 organisational
climate survey
Sustainability Report 2011 47
A performance-driven organisation
Our aim is to establish a high-performance
culture by providing clarity about what is
required in a job and how it should be done.
We aim to identify development needs, and
create an open working environment that
facilitates feedback.
The performance management process sets
out the need to plan, manage and review
employee performance. The key outcome
is to ensure that employees are clear
about RasGas’ priorities and to drive the
desired behaviours which result in improved
business results with employees being better
equipped to achieve their career aspirations.
The process is underpinned by clear, direct
and regular communication between those
giving and those receiving appraisals. In
2011, performance management appraisals
were held with 3,029 RasGas employees.
Performance evaluation is an important
determinant of remuneration for every
RasGas employee.
Succession planning is an important part
of building a business that can prosper
over the long term. It aims to ensure a
seamless transition of people in roles and
to ensure that individuals who move on
to fill managerial or technical expert roles
have the experience and skills necessary.
We progressed with succession plans for all
leadership positions in 2011.
48 Sustainability Report 2011
Workforce composition
The size of our workforce continued to
grow in 2011, increasing by 4 per cent.
The RasGas workforce now numbers more
than 3,000, including full-time employees
and contractors.
The increase in our employee numbers
reflects the successful growth of our
business, achieved despite the competitive
labour market, where the skills and
experience we require are in short supply.
Although reliable information about the
labour market is lacking, our experience
has made it clear that there is strong
competition for recruits within and outside
the energy and industry sector.
Once we recruit people, our aim is to give
them challenging and rewarding careers in
a working environment that is supportive
and motivating. We provide people with the
opportunity to develop their professional
and personal skills, offering a range of
development opportunities and training
courses. We are committed to creating
a working environment where everyone
has the opportunity to learn, develop and
contribute. Our employee attrition rate,
which includes individuals who left the
organisation voluntarily and involuntarily,
was 7.1 per cent in 2011, compared with
4.9 per cent in 2010. We recognise that
retaining staff, especially Qatari nationals
who have completed a programme of good
quality training, is increasingly challenging
as more opportunities arise from economic
diversification.
Table 12. Workforce composition
Workforce composition
Full-time employees
Part-time employees
Contractors
Females (number and % of total)
Total
RasGas Company Limited
Comprehensive training
programmes enable
RasGas staff to develop
their professional and
personal skills
Hiring at RasGas
In 2011, RasGas recruited 183 new Given the diversity of the workforce, as well
staff. We fill vacant positions through as the company’s aspiration for long-term
the promotion or transfer of existing business success, we have placed emphasis
staff whenever possible, and priority is on a set of core organisational values that
given to Qatari nationals. The company’s unite us: People, Integrity, Safety, Excellence
Qatarization programme, described in detail and General Interest – being partners in the
on page 50, seeks to create employment common interest we share: the success of
and development opportunities for Qatari the company. We believe these five values
nationals. have been the underlying principles that
have driven the organisation’s success so far
Workforce diversity and inclusion and will continue to do so in future. In 2011,
RasGas places a high value on the diversity we continued to reinforce to our people how
of perspectives, ideas and backgrounds that the values should guide their day-to-day
its employees bring to the organisation. activities. The organisational climate survey
At the end of 2011, RasGas’ direct undertaken in 2011 showed that 85 per
hires included people from 59 different cent of respondents believed that they live
nationalities and cultural backgrounds. the RasGas values in their everyday work.
RasGas aims to be an employer of choice,
empowering employees through professional
development programmes and implementing
other initiatives to attract and retain the
best talent. For women, RasGas has put in
place measures, including maternity leave
arrangements, that go beyond the statutory
minimum in Qatar. The number of female
employees at RasGas has gradually increased
since 2007.
2007 2008 2009 2010 2011
2,077 2,453 2,726 2,865 2,883
0 0 0 0 0 At the end of 2011, RasGas’
185 216 149 81 178 direct hires included
218 274 303 312 342 people from 59 different
(10%) (10%) (11%) (11%) (11%)
nationalities and cultural
2,262 2,669 2,875 2,946 3,061
backgrounds
People Sustainability Report 2011 49

The People Master Plan
To meet its current and future staffing
needs, RasGas has developed a long-term
People Master Plan that seeks to build and
maintain an environment and culture of
learning and growth to ensure that we have
the human resources in place to meet and
exceed the challenges of the future.
We also created professional development
forums in 2011, a concept similar to the
job family but designed for smaller groups
of employees. These cover approximately
a further 10 per cent of the RasGas
population. For the remaining 10 per cent
of people – individuals with specialised roles
that cut across several functions – we are
creating individual development frameworks.
In 2012, our goal is to continue to embed
all these frameworks across our organisation.
Longer term, we are working to introduce
clearer performance measures, using the
organisational climate survey to monitor
employee engagement, enhancing the
systems, tools and information available to
employees and managers, and continuing
to automate our processes and workflows.

Guiding principles
The People Master Plan is founded on the Job families
following guiding principles: 2009 2010 2011
Finance Manufacturing Administration
• RasGas clearly communicates its identity
internally and externally Subsurface Engineering Maintenance IT
• RasGas will effectively retain required
Procurement Marketing and Commercial
expertise and capabilities
• Business strategy drives the People Safety, Fire and Security Professional Development Forum
strategy Human Resources
• RasGas is a performance-based
organisation Facilities Engineering
• People processes are owned by the line, Table 13. RasGas job families
and supported by the internal Employee
Development and Welfare Group
• Employee development is for everyone
• Employees are treated consistently
and fairly
• RasGas continues to support an effective,
quality Qatarization programme

Components
In 2011, we continued to create ‘job We are ensuring we have the tools to We are defining the strategy for attracting
families’ – groupings of roles that require measure and assess accomplishments people with the right skills and behaviours.
and capabilities and facilitate the career
similar types of training, skills, knowledge development process.
and abilities. Creating these groupings has development fo
na l
enabled us to define required capabilities, rso ru m
Pe s
and to make sure that employees have the
skills, knowledge and behaviours for their Performance
Recruiting
role that enable them to help the company We will apply
Management We are refreshing
achieve its objectives. Job families have a succession processes and
also helped us to define technical and planning process tools to ensure
Employee and national
behavioural competency requirements to ensure Succession RasGas
National capability and
business Planning values
for individual positions, and to develop Development ensure that it is
continuity and
clearer performance measures. These, support our consistent with
in turn, help to clarify learning and retention strategy. other elements
Training and of the project.
development needs. Approximately 80 per Rewards
Education
cent of our employee population is now
grouped within a job family.
Job family

Establish a clear training strategy to support We will review our long-term reward strategy
training needs of all employees and our and ensure the right incentives are in place to
leadership levels, e.g. training curriculum. support the environment we are trying to build.

Figure 26. RasGas job families and personal development forums

50 Sustainability Report 2011 RasGas Company Limited

Qatarization The number of Qataris working in

Qatarization is the process of identifying,
attracting, and developing suitable Qatari
candidates to assume permanent positions
in RasGas. We are fully committed to Qatar’s
vision to develop technical and managerial
industry leaders. Our objective is not only
to achieve this, but to have a high-quality
approach in which recruitment, training,
development and retention are part of a
well-integrated process.
There are a number of key themes in our
programme, illustrated in Figure 27:
•Strengthening partnerships and
relationships with educational institutions
to raise awareness of RasGas and our
long-term Qatarization needs
•Creating employment and development
opportunities for nationals to support the
overall Qatarization targets
•Establishing and maintaining a well-defined
national career development framework to
ensure a clear and guided career planning
progression
•Building strong mentoring and coaching
capabilities to develop highly-qualified and
competent nationals
•Developing and institutionalising an
integrated planning process to manage
and steward the national employment
cycle effectively
the business has grown each year since
2007 and in 2011 the Qatarization rate
increased to 33 per cent. This was primarily
the result of significantly higher levels of
national recruitment in the year. In 2011,
we successfully recruited 187 Qatari
nationals, compared with 155 in 2010,
an increase of more than 20 per cent.
Of the Qataris within the workforce,
53 per cent hold permanent positions.
The remainder are either on development
programmes or engaged in academic studies.
We continue to develop our relationships with
the education sector, and in 2011 awarded
54 new scholarships to high school and
university students to assist them in their
studies. Our scholarship programme now
extends to some 94 students, not including
our summer internship initiative, through The diversity of the RasGas workforce is
which we hosted a further 56 high school and a valuable asset
university students in 2011. The programme
provides interns with valuable work experience
that helps them bridge the gap between their
studies and real-life applications.

The success of our programme requires the

Table 14. Qatarization at RasGas
support and commitment of experienced
Qatarization 2007 2008 2009 2010 2011
Qatari and expatriate staff at all levels to
attract, train, develop, and retain young Number of Qataris 563 619 735 830 948
Qataris and help them gain valuable
on-the-job experience. Among the initiatives Percentage of total 31.1 30.4 31.2 30.5 33.0
carried out in 2011 were our annual workforce
sponsorship of the Qatar Career
Fair, which attracted approximately
2,500 applicants, and the annual recognition
ceremony, which brings trainees, coaches Vision: To achieve 50 per cent Qatarization in permanent positions by 2022
and mentors together with senior managers
1. Educational 2. Opportunities 3. National 4. Mentoring
and the Managing Director. On a continuing partnerships for nationals development and coaching
basis, we hold quarterly and half-yearly Strengthen partnerships Creation of employment framework Building strong mentoring
meetings with group managers to make and relationships with and development Establish an effective and coaching capabilities
sure we are on track for meeting our education and training opportunities national development
institutions. for Qatari nationals framework (completed)
targets. We also made improvements in the
focus, procedures and monitoring of our
training and development programmes for 5. Develop an integrated planning process
Qatari trainees.
Figure 27. Qatarization strategy: five strategic themes
People
Employee training and development
Qatarization milestone achieved
RasGas offers its employees a portfolio of
We achieved a milestone in our
development opportunities and training
Qatarization strategy in January 2011,
courses. Our internal guideline is that
when we announced that more than half
development should be 80 per cent
the operators at our Train 1 and 2 LNG
on-the-job learning, 10 per cent mentoring
production facilities were Qatari nationals.
and 10 per cent classroom training. We
encourage all our people to take personal
“We are proud that almost 60 per cent
responsibility for their own training and
of our employees working on Train 1
development – encapsulated in the message
and 2 production facilities, in operations
‘Your development, in your hands’.
in particular, are Qataris. We recognise
that these people are behind our success
In support, we provide a learning and
and we are committed to providing the
development web portal that provides
world-class training they need to fully
access to training information in an easy and
optimise their skills and potential. RasGas
clear format, and which links roles within
strives to provide customised learning
job families to the technical and behavioural
opportunities for its employees to
competencies required as well as to the
enhance their professional development.”
annual performance development process.
This approach is captured in the learning and
Hamad Mubarak Al Muhannadi
development cycle (see Figure 28).
RasGas Operations Group Manager
Table 15. Training hours
Average training 2010
hours
National staff 28
RasGas staff take responsibility for their own training Non-national staff 15
Overall 21.5
Figure 28. The RasGas learning and development (L&D) cycle
Employee
• Annual development focus
discussion with supervisor
• Submit annual development
be
focus to Corporate Training m • Approve annual
e
pt
• Prebook in L&D portal
Se
Annual
development
focus
Annual
development
De
plan execution
ce
m
be
–
r
Employee Au
gu
• Development activities
booking
• C
 omplete competency
granting assessment form
Sustainability Report 2011 51
For on-the-job learning, process operators
receive training at the RasGas Vocational
Training Centre in Ras Laffan Industrial City.
They may also be selected to study for
qualifications such as higher national diplomas
and engineering degrees. Vocational training
schemes include the on-the-job training
programme and the maintenance training
programme, in conjunction with the College
of the North Atlantic – Qatar.
Our training course catalogue, which
was recently redeveloped to incorporate
improvements suggested by employees,
includes a range of orientation courses
on topics such as the LNG business,
safety, business controls, performance
management and managers’ essentials.
It also covers behavioural competency
courses, in areas such as working in a
multicultural environment, communication
skills, interpersonal skills, assertiveness,
problem solving and leadership. A range of
supplementary courses are also available,
covering topics such as professional
writing skills, personal development
management, cultural diversity, and
2011
stress and time management.
30.6
The majority of training is carried out
29 internally, with internal courses now being
29.8 held at the training centre at our new
headquarters building in Doha.
Corporate Training
• Budget estimation report
to Job Family Council
r Oc Job Family Council
t
ob
development plan
er
Planning and • Inform approved annual
approval development plan to
managers and supervisors
L&D portal
preparation
r
be
Corporate Training
m
ve
• Create courses and
No
st schedule dates in the
L&D portal, based on
the approved annual
development plan
52 Sustainability Report 2011 RasGas Company Limited

Mentoring

A feature of 2011 has been our focus on

our mentoring programme for national
employees. The organisational climate
survey in 2011 found that more than
80 per cent of mentors and mentees viewed
the programme favourably, a finding which
was supported by the results of a survey
we conducted among the two groups
which also sought opinion on the national
development programme. The survey gives
us the opportunity to improve and, as a
result, a number of actions are being taken
to address the feedback, including increasing
management engagement with trainees.

The average number of hours of training per

employee in 2011 was 29.8, as shown in
Table 15. This marked an increase in training
hours of 38 per cent when compared with
the previous year. The focus on providing
internal courses resulted in lower total
costs, despite the overall increase in training
provided.

More than a quarter of the total training

in 2011 was provided to Qatari nationals.
The majority of this training was provided
to national staff working in the
Operations function. The mentoring programme has a positive effect

Mentoring and the national

development programme:
a snapshot of opinion

The following observations came from

a 2011 survey of mentors and mentees:
“There needs to be proper movement
88 per cent of mentees agreed or strongly agreed that between sections within a department,
so that people in the national
their mentor was responsive to their concerns development programme can gain insight
into the company as a whole”
98 per cent of mentors believed they had a good working
“It would be appreciated if senior
relationship with their mentee management could meet face to face on
a regular basis with Qatari trainees so that
88 per cent of mentees thought that their mentor helped they can hear about our needs and our
them to network and understand RasGas culture goals for learning”
“There is a strong drive from all quarters,
75 per cent of mentors agreed or strongly agreed that including leadership, to focus on national
development, which augurs well for
they had been given appropriate tools to enable them RasGas’ long-term future”
to be good mentors
People
Engaging our employees
Our People core value embodies a
commitment to care, listen to and develop
our employees. We use a range of tools to
engage with our employees, such as regular
briefings on key issues, departmental and
team meetings, newsletters, electronic
circulars, DVDs and use of the corporate
intranet. Suggestion schemes and employee
forums provide avenues for employees to
raise issues with supervisors and managers.
An important tool in our communications
approach is the organisational climate
survey for all employees. The survey seeks
to understand our employees’ views of
our strengths and identify opportunities
for improvement. Its overarching goal is
to develop and sustain a culture that will
ensure success, progression and prosperity
for RasGas and its employees. The survey
is web-based and administered by a third
party, so confidentiality is guaranteed.
Employees are engaged through tools including e-circulars, DVDs and the company intranet
Seventy-eight per cent of RasGas
employees participated in the 2011
organisational climate survey, the same
response rate as in the 2010 survey.
As in the previous two surveys, undertaken
in 2008 and 2010, the 2011 survey found
that employees consider we have particular
strengths in our safety culture, in the
responsibility of our business practices, and
in our organisation’s leadership and vision.
We make a concerted effort to act on
the survey results and address the areas
where action is desired. The company’s
leadership team reviews the survey results,
departmental managers discuss the findings
with employees and key themes are identified
for action. Action plans are then developed,
with individual items tracked to completion.
Sustainability Report 2011 53
The survey results in 2011 showed
improved scores in 11 of the 13 survey
dimensions, with just two (reward for
performance, and service delivery and
efficiency) scoring the same as in the
previous survey in 2010. High scores (above
75 per cent) were achieved in most survey
dimensions. Areas for improvement from this
year’s survey were reward for performance,
employee development and interaction
with immediate managers. RasGas is now
taking action to address the issues raised
in the survey.
Community
engagement
Community engagement
Social responsibility is integral to our business.
Our Corporate Social Responsibility programme provides
financial and practical support to a wide range of worthy
causes in the community, and seeks to make a positive
and lasting impact.
In this section, we:
• Summarise our approach to Corporate Social
Responsibility
• Provide an overview of our activities
• Describe our 2011 Year of the Community campaign
• Outline the initiatives we have taken to support the four
cornerstones of community, education, environment
and health
Sustainability Report 2011 55
Our approach to Corporate
Social Responsibility
RasGas’ Corporate Social Responsibility
(CSR) programme seeks to make a positive
and lasting impact on a range of good
causes across the broad spectrum of social,
environmental and economic development.
Our programme is aligned to Qatar’s National
Vision 2030 (QNV) and the Qatar National
Development Strategy 2011–16 (QNDS),
which provide a clear direction for the use
of the country’s energy resources to help
Qatar further develop and diversify over
the long term.
The RasGas CSR programme has four
cornerstones:
• Community: we support and develop
new initiatives to advance the social
wellbeing of the communities in which
we live and work
• Education: we believe that education
is an essential element for economic
and social development and that every
child is entitled to an education and the
opportunity to develop his or her potential
• Environment: we are fully committed to
preserving and developing the natural
environment for generations to come
•H  ealth: we advocate healthy living and are
particularly active in support of wellbeing
and sports initiatives
Each year, CSR activity focuses on one
cornerstone, while maintaining support
across the full programme. During our 2011
Year of the Community campaign a wide
range of initiatives were launched, involving
employees and members of the community.
56 Sustainability Report 2011 RasGas Company Limited

RasGas engages and supports the
community by providing a wide range of
financial and practical support, such as
in-kind assistance (including the use of
equipment, facilities or labour) and involving
our employees in capacity building and skills
transfer programmes.
Our Corporate Social Responsibility policy
and procedure set out clear criteria and
a sustained framework for developing our
community engagement activities, including
considerations such as alignment with our
four cornerstones approach, the Qatar
National Vision 2030 and the National
Development Strategy 2011–2016, respect
for local cultural values and traditions, and
opportunity for employee involvement
and participation.
Our programme is also dynamic in nature,
and we are committed to carrying out
research to identify projects aimed at
meeting the changing needs of the
communities in which we live and work.
Supporting local suppliers
Our CSR activities: overview
The number of CSR-related activities we
supported increased by more than
25 per cent in 2011, to an average of more
than 10 per month. Figure 29 shows our
activity by cornerstone for the past three
years. Although the level of environmental
activities decreased after our special focus
in 2010, we maintained a similar number
of community activities and initiated new
activities on education and health.
2011: Year of the Community
RasGas nominated 2011 as its Year of
the Community, to raise awareness and
implement long-term projects to support
the development of our local community.
As part of the campaign, RasGas undertook
initiatives and projects, including financial
sponsorships, charity fundraising events,
employee volunteering, philanthropic
donations and training courses.
The RasGas Annual Charity Gala Dinner seeks
to raise money for individuals and families
in need of practical and financial healthcare
support. The event, held for the sixth
consecutive year in 2011, raised funds for
the RasGas Sunduk Al Kheir charity fund, and
donated QR1.3 million to three beneficiaries:
the Qatar Society for Rehabilitation of
Special Needs, Hamad Medical Corporation
(HMC) Paediatric Unit, and the Qatar
Foundation for Elderly People Care. The
three organisations represent society across
all generations and circumstances, helping
people lead a healthier and active life.

In addition to our CSR programme, RasGas

supports local suppliers by giving preference
to local goods and services in all RasGas
contracts, providing certain criteria are met.
Our approach is to use open tenders and to
publish opportunities widely in local media,
including on our website. We seek to build
positive long-term relationships with local
suppliers by outlining our expectations to
them and listening to their views, including
holding a regular suppliers forum. We provide 60
suppliers with training on RGEE and provide
49%
guidance on our expectations in areas such 50
as safety and business conduct. 44%
41%
40
% of CSR activity

35%
33%
30
22%
19% 20%
20
16%

10 9% 10%

2%
0
2009 2010 2011

Community Education Environment Health

Figure 29. Corporate Social Responsibility activity by cornerstone, 2009–11

Community engagement Sustainability Report 2011 57

In March 2011, RasGas launched a year-

long training and development programme
for women, in partnership with the Ministry
of Social Affairs and Al Fursan Centre for
Training and Consultation. The Tamkeen
Al Mar’at project further demonstrates
RasGas’ commitment to community
development, positively highlighting the
role of women in society.

RasGas was the strategic sponsor of the

Second Annual Qatar International Business
Women Forum in May, which focused on
the important commercial role women play
in Qatar and internationally, highlighting
the increasingly significant impact of
businesswomen and female entrepreneurs
on economies in the Arab world.

RasGas dedicated Led by RasGas’ Managing Director, members of RasGas senior management demonstrate corporate commitment
to community engagement, inaugurating the Al Khor Red Crescent building
2011 as its Year of
the Community
Highlights from a year of support for the community

January May September

Inauguration of the Qatar Red Crescent
Society branch in Al Khor, funded
by RasGas
February
RasGas Annual Charity Gala Dinner and
Pro-Am Golf tournament raise funds for
three community causes
March
Launch of the Safety Ambassadors Scheme
in collaboration with the British Safety
Council, and the School Backpack campaign
at the annual Employee Forum
April
RasGas employees organise an
environmental awareness session at
the Sumaisma school
Educational field trip for Qatar Geological
Society students
Support for the second Qatar Business
Women Forum and Life is Engineering skills
transfer scheme, in collaboration with Qatar
University College of Engineering
June
Job shadow programme conducted with
Al Risala Independent Secondary School
for girls
July
Launch of the second training course as part
of the Tamkeen Al Mar’at programme to
empower women
August
Garangao evening with the children of
Hamad Medical Corporation
Support for the annual Umra Trip of Ebad
Al Rahman Holy Qur’an Centre
Launch of the social awareness-raising
Ramadan TV commercial
School backpacks are donated to the
Al Noor Institute for the Blind and the
Dhreima Orphanage
RasGas is the main sponsor of the annual
Corporate Social Responsibility Conference
of the Ministry of Business and Trade
October
Safety Ambassadors scheme graduation
ceremony is held
November
RasGas makes annual financial contribution
to the Al Khor Society Development
Centre’s Eid Al Adha festival
Donation of special Braille learning devices
to the Gaza Blind Institute, as part of
RasGas’ partnership with Al Noor Institute
for the Blind
December
Volunteer support for the elderly at the
Qatar Foundation for Elderly People
58 Sustainability Report 2011
Education
RasGas is committed to supporting
education and empowering young
generations. We believe that if communities
are enabled in ways that have a sustained
development impact, through empowering
and educating people, and fostering the
construction of cohesive communities, they
can make a valuable contribution.
Our support for education encompasses
practical help for schools and school children,
as well as engagement with universities and
institutions of higher education, with a focus
on the development of vocational skills
and experience.
For schools, we continued with the tradition
of linking a social activity to the annual
Employee Forum by asking employees to
donate backpacks filled with stationery
supplies for schoolchildren. The backpacks
were distributed to Dhreima (Qatar Orphan
Foundation) and the Al Noor Institute for
the Blind.
Students participating in the Life is Engineering
programme workshop
RasGas Company Limited
Our continued support for the Life is
Engineering programme is an example of
our commitment to quality and diverse
education in high schools, encouraging
students to pursue careers in engineering.
The initiative, organised by Qatar University,
involved more than 100 students in a six
month skills transfer programme in which
RasGas employees were able to share their
experience with students and professors.
RasGas continued to support educational
institutions in Qatar by donating computers,
computer equipment and laptops to the
United Nations Educational, Scientific
and Cultural Organisation (UNESCO).
Equipment was distributed to local schools
throughout 2011.
Students attending a lecture at RasGas as part of its
During our 2011 Year of skills transfer programme
the Community campaign
a wide range of initiatives
were launched, involving
employees and members
of the community
RasGas employees donate school backpacks
Community engagement Sustainability Report 2011 59

Empowering women

RasGas launched the year-long Tamkeen

Al Ma’rat programme to empower women
in March 2011, as a key element in its
Year of the Community campaign. The
programme, under the patronage of
the Ministry of Social Affairs, includes
three training courses run by Al Fursan
Training and Consultancy Centre. The
programme seeks to support the
development of Qatar’s human capital by
building expertise and equipping national
females of every age with the skills and
knowledge to develop and improve their
career opportunities.

The initiative targeted three groups

of women in society: homemakers,
professional women and young women.
More than 160 candidates participated
and learned ways to improve their
communication skills, and build their
self-esteem while gaining proficiency in
areas such as project management and
budgeting, which can be used both at
home and in the workplace.

“RasGas continuously works to support

The Tamkeen Al Ma’rat programme
the development of the economy and
RasGas Managing Director Hamad Rashid Al Mohannadi at the Qatar International Business Women Forum
society to provide the means for women
to learn from one another, be inspired and
balance their careers while retaining their
central role in maintaining a strong family
environment,” said Erhama Al Kaabi,
RasGas’ Employee Development and
Welfare Group Manager, speaking at the
graduation ceremony. “The course aims to
enhance women’s capacity to participate
fully in the social and economic sphere of
our society in line with the Qatar National
Vision of 2030.”
60 Sustainability Report 2011
Environment
RasGas’ environmental commitment built on
the activities carried out in 2010, which was
dedicated as the Year of the Environment
and during which we conducted a wide range
of events, activities, training and outreach
projects. The idea was to communicate the
need for businesses, employees and Qatar’s
residents to think and act sustainably, to
balance economic and social progress with
protection of the environment.
In March 2011, members of our SHE&Q
group took part in recycling awareness
sessions at the Sumaisma Independent
Primary School for Boys and Doha English
Speaking School. More than 500 children,
aged 6–12, learned in a fun way about
the importance of recycling. In the same
month, RasGas participated for the second
consecutive year in the International Earth
Hour, organised by WWF.
Children attending a recycling awareness lecture
RasGas Company Limited
RasGas is also a long-term supporter
and participant in the Qatar Petroleum
Environment Fair. During the 2011 event,
RasGas Friends of the Environment Centre
shared their expertise by presenting to
children and their families.
The Qatar Geological Society, in collaboration
with RasGas volunteers, offered local
students the chance to learn by organising
a cave trip aimed at unveiling the hidden
treasures of Qatar. The initiative provided
students with an interesting overview of the
surface geology that defines the peninsula
of Qatar. The trip examined history and
environmental preservation, promoting a
multidisciplinary activity that culminated in a
cave descent to see the characteristic dahal
phenomena. Students explored the Dahal Al
Mesfer cave, located in the southern region
of Qatar, a geological phenomenon created
by the erosion by underground water of
carbonate layers deep in the ground.
Educational trip to Dahal Al Mesfer Cave
Community engagement
Health
RasGas understands the crucial role of
improved health standards in any nation’s
wellbeing. We also understand that the
success of the company depends on having
a healthy workforce working in a safe
environment.
RasGas has contributed to the youth sports
teams (for those aged 5–15) of Al Khor
and Al Shamal Sports Clubs as part of its
contribution to the community. More than
600 children will benefit from this support,
which seeks to promote a healthier and more
active society with sports as a means to
self-development.
In February 2011, RasGas launched the
Safety Ambassador programme. The
initiative, in partnership with the British
Safety Council, trains high school students
and teachers across a spectrum of safety-
related topics. The course involves lectures,
practical demonstrations and site visits to
the RasGas Safety Training Centre in Ras
Laffan. RasGas employees from the SHE&Q
Group have been fully involved in the
programme by offering their expertise and
skills. RasGas considers the development of
safety and health awareness among young
people to be a necessary life skill and in
2012 this scheme will be extended to local
Arabic-speaking schools.
The Garangao event at Hamad Medical Corporation
In 2011, RasGas continued its bi-annual
blood donation drives. Since 2009, more
than 300 employees have shared ‘the gift
of life’ and more than 130 litres of blood
have been contributed to Hamad Medical
Corporation Blood Bank to support needy
individuals in our community.
We also supported a Garangao
(mid-Ramadan children’s festival) event
at the Hamad Medical Corporation, in
which more than 200 hospitalised children
and their families participated.
RasGas has dedicated 2012 as its Year of
Health, to raise awareness of the importance
of living a healthier lifestyle.
Following the RasGas’
Annual Charity Gala Dinner,
the Sunduk Al Kheir charity
fund donated QR1.3 million
to three beneficiaries
Safety ambassadors visit RasGas’ Safety Training Centre
Sustainability Report 2011 61
Supporting Qatar Red Crescent
RasGas is a committed supporter and
partner of the mission and projects of
the Qatar Red Crescent Society (QRCS).
In January 2011, RasGas celebrated the
opening of the new Qatar Red Crescent
Al Khor branch office. The new office is
housed in a three-storey building and
contains a number of offices, halls and
lecture rooms. As well as providing
funds to cover the construction and
fitting-out of the centre, RasGas has
donated equipment including personal
computers, laptops and printers.
“We are very proud to have played
an active role in the construction and
fitting-out of this new building,” said
Hamad Rashid Al Mohannnadi, RasGas
Managing Director, speaking at the
inauguration ceremony. “It will serve as
a focal point for QRCS’ charity work in
the area and, being at the heart of the
community, it will enhance the services
and social programmes provided in the
northern region of Qatar.”
62 Sustainability Report 2011
Our approach to reporting
To make its reporting as valuable as possible, RasGas
reports in line with good reporting practice in the oil and
gas industry, using domestic and international guidelines.
For RasGas, sustainability reporting represents a valuable
tool in building relationships with stakeholders and in
helping to drive better business performance.
In this section, we:
• Set out how we report against five key reporting
principles
• Provide insight into how we determine the content
of our report
• Include a detailed index showing how this report
aligns with international good practice guidelines
on sustainability reporting
• Provide a glossary of terms and sources of further
information
RasGas Company Limited
How we report
In producing this report, RasGas has
taken account of the 2010 Guidelines on
Sustainability Reporting issued by HSE
Regulations and Enforcement Directorate
(Qatar Petroleum), which:
• Adopt the International Petroleum
Industry Environmental Conservation
Association/American Petroleum Institute/
International Association of Oil and Gas
Producers (IPIECA/API/OGP) ‘Oil and
Gas Industry Guidance on Voluntary
Sustainability Reporting (2010)’ as a basis
for report content and industry-specific
indicators
• Reference the broader principles and
indicators of the Global Reporting
Initiative (GRI) G3 Sustainability
Reporting Guidelines
We have also taken into account additional
guidance from HSE Regulations and
Enforcement Directorate in the areas of
safety and climate change to reflect priority
areas for 2011 reporting.
This section of the report sets out how
RasGas has reported against five general
reporting principles set out in the IPIECA
sustainability reporting guidance. In the
discussion of these principles, information
is also provided on important concepts in
reporting such as stakeholder engagement,
determining report boundaries and covering
material issues. An IPIECA and GRI content
index is also provided.
Relevance
RasGas has sought to ensure that the report
appropriately reflects the sustainability
issues facing the company as well as the
views of external stakeholders. RasGas
believes that the material issues have
been covered and prioritised – that is,
the topics and associated indicators that
reflect significant economic, environmental
and social impact, or would substantively
influence the assessments and decisions
of stakeholders concerning the company’s
sustainability performance.
Our approach to reporting
The content of this report has been
determined primarily through internal
discussions among management and
employees about the issues of most
importance in the course of the reporting
period. In response to guidance issued by a
key stakeholder, QP, the report highlights the
themes of safety and climate change.
RasGas believes it has identified its
stakeholders and outlines in this report
its understanding of their interests and
expectations, and how the company
has responded. The stakeholder analysis
has been informed by the day-to-day
interactions of RasGas employees with its
many different stakeholders.
In addition to assessing and responding to
the issues of importance to stakeholders,
RasGas has taken account of the issues and
performance data reported on by the wider
oil and gas industry. The content of the
report is relevant to the issues arising in its
business and in the industry at large.
Transparency
Throughout the report, RasGas has sought
to disclose information on its activities
in the reporting period in a balanced
manner, providing information on both the
achievements in the reporting period and the
challenges faced now and in the future. The
report aims to show this information in a clear,
understandable, factual and coherent manner.
Consistency
The qualitative and quantitative information
provided in this 2011 report builds on that
provided in RasGas’ two previous annual
sustainability reports. Where possible,
the data provided enables comparison to
be made between performance in 2011
and 2010. In many cases, it is provided
over a five-year period or longer to help
identify trends. The use of analysis from
benchmarking surveys also facilitates
comparison with industry competitors.
By following the IPIECA and GRI indicator
protocols, the report seeks to enable ready
comparison against other organisations
inside and outside the oil and gas industry.
Completeness
The report focuses on RasGas’ activities
during the period 1 January to 31 December
2011 and provides information on
RasGas’ performance in this period. Some
information on activities in 2012 is also
provided where relevant.
The boundary of this report covers offices,
onshore and offshore operations, and
projects such as the Barzan Gas Project,
but excludes any supplier operations related
to transport and use of products, including
transport of LNG by ship. Data on people
includes employees only, except in the
case of safety data, where contractors
working within the operations are included.
Workforce composition data includes
contract employees in occupied direct hire
approved positions.
Environment emissions are drawn from the
Philip Townsend Associates Incorporated
(PTAI) report. The PTAI benchmark scope is
specific to:
•O  nshore, from receiving to product-
loading facilities
•O  perated facilities (excluding the Barzan
Gas Project)
 
For 2011, all RasGas LNG and sales gas
production trains have been included. In
2010, Train 7 was included from June 2010
onwards. For 2011, common condensate
and LPG facilities have been excluded. Those
facilities were handed over to Ras Laffan
Terminal Operations (RLTO) in March 2011.
Other common facilities used by RasGas but
operated by RLTO or other operators – such
as common sulphur, common VOC thermal
oxidiser, LNG storage Lot N facilities and the
Laffan Refinery – are not included.
 
Waste and emissions from Doha-based
facilities are not included in 2011.
Other than developments in the normal
course of business and described in this
report, there were no significant changes to
the size, structure or ownership of RasGas
in the reporting period. RasGas believes the
information within the report is consistent
with this reporting boundary and there
Sustainability Report 2011 63
were no major organisational changes which
would affect the data in 2011 compared
with 2010. The About RasGas section of
the report provides an overview of the
company’s operations. 
Accuracy
Quantitative metrics and qualitative
descriptions are provided to demonstrate the
effectiveness of policies, programmes and
practices. Performance data is drawn from
RasGas internal management information
systems. Where indicated, performance
data is shown by reference to benchmarking
surveys which compare performance to that
of others in the industry.
The sources of environment data are as
follows:
• Greenhouse gases emissions: the
methodology used is from the QP GHG
Accounting & Reporting Guidelines,
which are based on the European Union
measurement and reporting guidelines
for CO2 and the IPCC Guidelines for
CH4 and N2O
• Direct measurement (eg water and energy
consumption, flaring or waste-water
discharge from meter readings)
• Calculations based on emission factors and
standards (for NOx and other non-GHG air
emissions)
Most environmental data are reported in
metric units. Financial information is reported
in US dollars unless otherwise stated.
RasGas has IT systems in place to collect
all the data in this report. In producing
the report, the aim has been to achieve
maximum accuracy. Where estimates or
other limitations to the data are involved,
these are identified. The report has been
subject to processes of internal review.
At this stage in sustainability reporting,
RasGas has not sought independent external
assurance for the information provided
within this report. Options for gaining
further assurance on the report content are
being considered, including the development
of internal processes for reviewing report
content prior to publication.
64 Sustainability Report 2011 RasGas Company Limited

IPIECA and GRI content index

The tables on the following pages indicate
how RasGas has reported against the
indicators within the IPIECA/API/OGP Oil
and Gas Industry Guidance on Voluntary
Sustainability Reporting (published in
December 2010) and shows where this
information is included in the report. The
table also maps the IPIECA indicators to
comparable indicators and disclosures
on management approach in the Global
Reporting Initiative (GRI) G3.1 Sustainability
Reporting Guidelines as well as the GRI
Oil and Gas Sector Supplement G3.1
Guidelines (OGSS), launched in February
2012. Indicators OG1 to OG14 are new
GRI sector-specific indicators, which are
additional to the original GRI set.
A second table provides information on the
standard disclosures included within GRI,
and covers those indicators not specifically
covered by the IPIECA guidance.
While IPIECA and GRI use different
approaches to develop and structure
their guidance, the organisations have
the same overall aim: to encourage
consistent and high-quality sustainability
reporting as an enabler of stakeholder
engagement, transparency and performance
improvement. The IPIECA Guidance and GRI
Guidelines also enable RasGas to meet the
framework provided by the 2010 Guidelines
on Sustainability Reporting issued by HSE
Regulations and Enforcement Directorate
(Qatar Petroleum).
Self-assessment of reporting
against IPIECA and GRI

We have self-assessed the extent to which
this report is aligned with the intent of the
IPIECA Guidance and the GRI Guidelines.
The self-assessment confirms that RasGas
has addressed all 33 IPIECA indicators in
this report. RasGas also responded to all GRI
G3.1 standard disclosures and disclosures
on management approach (DMA), together
with all 47 core and 27 additional GRI
indicators, as well as the recently issued
14 OGSS performance indicators (with
due regard to materiality and reasons for
omissions). This report therefore meets the
GRI requirements for Application Level A. 

We recognise that our reporting is continuing
to evolve and improve. Therefore, for all
indicators of relevance to RasGas, we
also judge the completeness of our public
reporting based on whether the information
and data fully or partially meet the indicator
intent and definitions. On this basis we have
assessed that we fully address 26 of the
33 IPIECA indicators and 57 of the 88 core,
additional and OGSS GRI indicators, which
is a significant increase on 2009 and 2010
(see page 2). The remaining indicators are
partially addressed such that each indicator
has a response in terms of data and/or
content, but that there are aspects of the
indicator which we recognise are not fully
reported yet, giving us scope for future
improvement.

Table key
Key to indicator categories
DMA Disclosures on management approach
EC Economic
EN Environmental
HR Human rights
LA Labour practices and decent work
PR Product responsibility
SO Society
IPIECA and GRI Content Index Sustainability Report 2011 65

IPIECA 2010 indicators GRI 3.1 and OGSS indicators Where reported Page
Code Title Code Description (or brief explanation if not addressed in the 2011 report)
Environmental indicators
Issue Climate change DMA EN Disclosure on management approach – environment, energy Delivering a lower-carbon future 18–23
and energy EC2 Financial implications and other risks and opportunities for Delivering a lower-carbon future 18–23
the organisation’s activities due to climate change
E1 Greenhouse gas EN16 Total direct and indirect greenhouse gas emissions by weight Environment (greenhouse gas emissions) 36–37
emissions EN17 Other relevant indirect greenhouse gas emissions by weight Relevant emissions include CO2, CH4 and N2O. 36–37
Environment (greenhouse gas emissions)
EN18 Initiatives to reduce greenhouse gas emissions and Environment (greenhouse gas emissions; reducing flaring) 36–38
reductions achieved
EN29 Significant environmental impacts of transporting Environment (energy use) 42
products and other goods and materials used for the
organisation’s operations, and transporting members of
the workforce
E2 Energy use EN3 Direct energy consumption by primary energy source Environment (energy use) 42
EN4 Indirect energy consumption by primary source Environment (energy use) 42
EN5 Energy saved due to conservation and efficiency Environment (energy use) 42
improvements
EN7 Initiatives to reduce indirect energy consumption and Environment (energy use) 42
reductions achieved
E3 Alternative OG2 Total amount invested in renewable energy As a company whose principal operations are in gas -
energy sources processing, RasGas does not currently invest in renewable
energy
OG3 Total amount of renewable energy generated by source At present, RasGas does not generate energy from -
renewable sources
EN6 Initiatives to provide energy-efficient or renewable Delivering a lower-carbon future 18–23
energy-based products and services, and reductions in
energy requirements as a result of these initiatives
OG14 Volume of biofuels produced and purchased meeting RasGas does not produce or purchase biofuels -
sustainability criteria
E4 Flared gas OG6 Volume of flared and vented hydrocarbon Environment (flaring) 38
Issue Ecosystem DMA EN Disclosure on management approach – environment – Environment (biodiversity) 44
services ecosystem services, including biodiversity
E5 Biodiversity EN11 Location and size of land owned, leased, managed in, or RasGas leases land within RLIC. The industrial city covers 44–45
and ecosystem adjacent to, protected areas and areas of high biodiversity 295 sq.km. RasGas also has operations within the Ras
services value outside protected areas Laffan port, which covers 56 sq.km. RasGas supports RLIC
in its monitoring and protection programmes. The land is
arid desert with limited biodiversity however there is rich
marine biodiversity in the coastal waters of the Persian
Gulf
EN12 Description of significant impacts of activities, products, Environment (biodiversity) 44–45
and service on biodiversity in protected areas and areas of
high biodiversity value outside protected areas
EN13 Habitats protected or restored Environment (Barzan Gas Project case study) 44–45
EN14 Strategies, current actions, and future plans for managing Our approach to environmental management 44–45
impacts on biodiversity (biodiversity)
OG4 Number and percentage of significant operating sites in Risk has been assessed and monitoring continues for the 44–45
which biodiversity risk has been assessed and monitored whole RLIC
EN15 Number of IUCN Red List species and national Two important species are on the International Union for 44–45
conservation list species with habitats in areas affected by the Conservation of Nature (IUCN) Red List. The Arabian
operations, by level of extinction risk oryx in Qatar was endangered but regional population
has recovered and is stable, though vulnerable, and is
monitored via RLIC partner companies. In the marine/
coastal environment protection is given to hawksbill sea
turtles (Red List critically endangered), which have been
monitored with protection measures since 2002 by RLIC
partner companies. Protection of coral species is also a
concern and is discussed in the report
EN25 Identity, size, protected status, and biodiversity value of Environment (water) 44
water bodies and related habitats significantly affected by
the reporting organisation’s discharges of water and run-off
66 Sustainability Report 2011 RasGas Company Limited

IPIECA 2010 indicators GRI 3.1 and OGSS indicators Where reported Page
Code Title Code Description (or brief explanation if not addressed in the 2011 report)
E6 Fresh water EN8 Total water withdrawal by source Vast majority used in operations is sea water for cooling, 44
as reported
EN9 Water sources significantly affected by withdrawal of water Environment (water) 44
EN10 Percentage and total volume of water recycled and reused Virtually all water extracted is returned to the sea 44
Issue Local DMA EN Disclosure on management approach – environment, Our approach to environmental management 35–36
environmental materials
impact
E7 Other air EN19 Emissions of ozone-depleting substances by weight Emissions of ozone depleting substances from RasGas -
emissions operations are not significant
EN20 NOx, SOx, and other significant air emissions by type and Environment (other air emissions) 39
weight
E8 Spills to the EN23 Total number and volume of significant spills The predominant materials handled are gases, therefore 41
environment the risk of spills is lower. Environment (spills)
EN29 Significant environmental impacts of transporting RasGas products are exported from the jetty operations 21
products and other goods and materials used for the for tranport by vessels owned and operated by others.
organisation’s operations, and transporting members of However, RasGas has put in place initiatiatives to reduce
the workforce voyages and cut emissions during transport. See Delivering
a lower-carbon future
E9 Discharges to EN 21 Total water discharge by quality and destination Environment (water discharges) 44
water OG5 Volume and disposal of formation or produced water Produced water is treated to required levels prior to -
discharge to the marine environment. Environment (water
discharges)
EN25 Identity, size, protected status, and biodiversity value of Environment (water and biodiversity) 44
water bodies and related habitats significantly affected
by the reporting organisation’s discharges of water and
run-off
E10 Waste EN2 Percentage of materials used that are recycled input The principal material used as an input to RasGas’ activities -
materials is natural gas. RasGas does not collect information on the
recycled content of other materials used in its operations
EN22 Total waste by type and disposal method Environment (waste management) 43–44
OG7 Amount of drilling waste (drill mud and cuttings) and Drill cuttings are cleaned to meet required levels to mini- -
strategies for treatment and disposal mise impact before disposal offshore
EN24 Weight of transported, imported, exported, or treated In general, the RasGas production processes do not 43–44
waste deemed hazardous under the terms of the Basel generate hazardous wastes, except for materials
Convention, Annexes I, II, III, and VIII, and percentage of contaminated with aromatics, which are segregated and
transported waste shipped internationally treated on-site. See Environment (waste management)
Health and safety indicators
Issue Workforce DMA LA Disclosure on management approach – labour practices Our approach to health and safety management 25–26
protection and decent work, occupational health and safety
HS1 Workforce LA6 Percentage of total workforce represented in formal jointAll of the workforce, employees and contractors, are -
participation management-worker health and safety committees that represented in formal meetings on safety on a monthly
help monitor and advise on occupational health and safetybasis, with representatives from all meetings sitting on
programmes more senior committees that meet also every month. At
the highest level, the meeting is chaired by the Managing
Director
LA9 Health and safety topics covered in formal agreements Not applicable but see LA6 above. It is RasGas’ policy to -
with trade unions comply with all applicable, laws, rules and regulations in
the State of Qatar
HS2 Workforce health LA8 Education, training, counselling, prevention and risk- While RasGas provides comprehensive health programmes -
control programmes in place to assist workforce members, for employees and their dependants, the incidence of
their families or community members regarding serious serious disease within Qatar is low
diseases
HS3 Occupational LA7 Rates of injury, occupational diseases, lost days, and Health and safety (performance data) 26–30
injury and illness absenteeism, and total number of work-related fatalities
incidents by region
IPIECA and GRI Content Index Sustainability Report 2011 67

IPIECA 2010 indicators GRI 3.1 and OGSS indicators Where reported Page
Code Title Code Description (or brief explanation if not addressed in the 2011 report)
HS4 Product EN26 Initiatives to mitigate environmental impacts of products No formal initiatives to mitigate the impact of LNG when 18–23
stewardship and services, and extent of impact mitigation used by clients have been undertaken. However, the
comparative environmental benefits of LNG are described
in ‘Delivering a lower-carbon future’
PR1 Life-cycle stages in which the health and safety RasGas has contributed to life cycle studies of the -
impacts of products are assessed for improvement, and environmental impact of its principal product, LNG but
percentage of significant products and services categories this work has not specifically covered life-cycle health and
subject to such procedures safety impacts. RasGas provides health and safety guidance
for all products (including Material Safety Data Sheets) and
on business continuity to mitigate impacts from incidents
(see PR3 below)
PR2 Total number of incidents of non-compliance with regulations RasGas has not experienced incidents of non-compliance -
and voluntary codes concerning health and safety impacts of with regulations or voluntary codes linked to its products
products and services by type of outcome or services
PR3 Type of product and service information required by RasGas provides health and safety guidance for all products -
procedures, and percentage of significant products and (including Material Safety Data Sheets). To support long-
services subject to such information requirements term contract customers, RasGas applies BS25999 to the
British Standard for Business Continuity Management for its
liquefied natural gas production, marketing, sales, loading
and supporting functions
PR4 Total number of incidents of non-compliance with RasGas has not experienced incidents of non-compliance -
regulations and voluntary codes concerning product and with regulations or voluntary codes linked to its products
service information and labelling, by type of outcome or services
PR6 Programmes for adherence to laws, standards and By the nature of RasGas long-term product contracts, -
voluntary codes related to marketing communications, RasGas does not market product information to the public.
including advertising, promotion and sponsorship It is RasGas’ policy to comply with all applicable, laws, rules
and regulations in the State of Qatar
PR7 Total number of incidents of non-compliance with regulations See PR6 above. It is RasGas’ policy to comply with all -
and voluntary codes concerning marketing communications, applicable, laws, rules and regulations in the State of Qatar
including advertising, promotion and sponsorship by type of
outcome
HS5 Process safety OG13 Number of process safety events, by business activity Safety and health: safety performance 29
Social and economic indicators
Incorporating EC1 Direct economic value generated and distributed, including While RasGas provides elements of this information -
financial data revenues, operating costs, employee compensation, throughout this report, the company is not publicly listed
donations and other community investments, retained and does not therefore report comprehensive financial
earnings, and payments to capital providers and data except to its shareholders
governments
OG1 Volume and type of estimated proved reserves and RasGas extracts gas from the North Field, which is 5, 10
production considered to be the largest single non-associated gas
reservoir in the world with total proven reserves of 900
trillion standard cubic feet (see Qatar Petroleum Annual
Report). RasGas production capacity and 2011 production
performance are contained within this report
LA1 Total workforce by employment type, employment Our people (workforce composition) 48
contract and region, broken down by gender
LA2 Total number and rate of new employee hires and Our people (hiring at RasGas) 48
employee turnover by age group, gender and region
Issue Community and DMA SO Disclosure on management approach – society, local Our approach to community engagement 55–56
society communities
SE1 Local community SO1 Percentage of operations with implemented local Operations in the vicinity of communities are based in Ras 55–56
impacts and community engagement, impact assessments and Laffan and Doha. See Community engagement section
engagement development programmes
SO9 Operations with significant potential or actual negative Operations in the vicinity of communities are based in Ras 55–56
impacts on local communities Laffan and Doha. See Community engagement section
SO10 Prevention and mitigation measures implemented in Our approach to community engagement 55–56
operations with significant potential or actual negative
impacts on local communities
OG10 Number and description of significant disputes with local No significant disputes with local communities have -
communities and indigenous peoples occurred. Indigenous peoples are not applicable (see SE2/
OG10 below)
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IPIECA 2010 indicators GRI 3.1 and OGSS indicators Where reported Page
Code Title Code Description (or brief explanation if not addressed in the 2011 report)
SE2 Indigenous HR9 Total number of incidents of violations involving rights of Indigenous peoples (as defined by IPIECA SE2) is not -
peoples indigenous peoples and actions taken relevant within the context of Qatar and therefore not
applicable
OG9 Operations where indigenous communities are present Not applicable – see SE2/OG10 above -
or affected by activities, and where specific engagement
strategies are in place
SE3 Involuntary OG10 Number and description of significant disputes with local No significant disputes with local communities have -
resettlement communities and indigenous peoples occurred. Indigenous peoples are not applicable (see SE2/
OG10 above)
OG12 Operations where involuntary resettlement took place, Within the context of RLIC and offshore gas operations,
the number of households resettled in each and how their involuntary resettlement is not applicable
livelihoods were affected in the process
SE4 Social EC1 Direct economic value generated and distributed, including While RasGas provides elements of this information -
investment revenues, operating costs, employee compensation, throughout this report, the company is not publicly listed
donations and other community investments, retained and does not therefore report comprehensive financial
earnings, and payments to capital providers and data except to its shareholders
governments
EC8 Development and impact of infrastructure investments Environment (Barzan case study). The Barzan gas project 45
and services provided primarily for public benefit through represents a major national infrastructure project
commercial, in-kind or pro-bono engagement
Issue Local content: DMA EC Disclosure on management approach – economic - About RasGas (Our products and operation, RasGas 10–11,
market presence, including local content customers); Community engagement (Supporting local 56
suppliers)
SE5 Local content EC6 Policy, practices, and proportion of spending on locally Community engagement (Supporting local suppliers) 56
practices based suppliers at significant locations of operation
SE6 Local hiring EC7 Procedures for local hiring and proportion of senior Our people (Qatarization) 50
practices management hired from the local community at significant
locations of operation
EC9 Understanding and describing significant indirect economic RasGas has not undertaken specific studies into the 20,56
impacts, including the extent of impacts indirect economic impact of its activities but discusses
its economic impacts within this report, for example
in Delivering a lower-carbon future and Community
engagement (supporting local suppliers)
SE7 Local EC6 Policy, practices, and proportion of spending on locally RasGas has a positive programme to engage local. 56
procurement based suppliers at significant locations of operation suppliers. There are over 1,000 active suppliers to the
and supplier company with an estimated share of total expenditure at
development 70-80 per cent with local suppliers
Issue Human rights DMA HR Disclosure on management approach – human rights – See Governance (human rights) 17
freedom of association and collective bargaining, child
labour, prevention of forced and compulsory labour
LA4 Percentage of employees covered by collective bargaining RasGas’ employee relations policy has the goal of providing -
agreements a mutually supportive,respectful and productive work
environment. While collective bargaining is not applicable
to Qatari companies, it is RasGas’ policy to comply with all
applicable laws, rules and regulations in the State of Qatar
HR5 Operations and significant suppliers identified in which the See LA4 above -
right to exercise freedom of association and collective
bargaining may be violated or at significant risk, and
actions taken to support these rights
HR6 Operations and significant suppliers identified as having See Governance (human rights) 17
significant risk for incidents of child labour, and measures
taken to contribute to the effective abolition of child labour
HR7 Operations and significant suppliers identified as having See Governance (human rights) 17
significant risk for incidents of forced or compulsory
labour, and measures to contribute to the elimination of all
forms of forced or compulsory labour
IPIECA and GRI Content Index Sustainability Report 2011 69

IPIECA 2010 indicators GRI 3.1 and OGSS indicators Where reported Page
Code Title Code Description (or brief explanation if not addressed in the 2011 report)
SE8 Human rights LA4 Percentage of employees covered by collective bargaining See LA4 above -
due diligence agreements
HR1 Percentage and total number of significant investment In general, RasGas does not have significant investment -
agreements that include human rights clauses or that have agreements. On all commercial matters, it is RasGas’ policy
undergone human rights screening to comply with all applicable laws, rules and regulations in
the State of Qatar
HR3 Total hours of employee training on policies and procedures RasGas has a programme to train all its employees on its 17
concerning aspects of human rights that are relevant to business conduct policies
operations, including the percentage of employees trained
HR4 Total number of incidents of discrimination and corrective No data available. It is RasGas’ policy to comply with all 16–17
actions taken applicable laws, rules and regulations in the State of Qatar
and will investigate any reported incidents of discrimination
in accordance with its business conduct policies
HR5 Operations and significant suppliers identified in which the See LA4 above -
right to exercise freedom of association and collective
bargaining may be violated or at significant risk, and
actions taken to support these rights
HR6 Operations and significant suppliers identified as having See Governance (Business conduct policies, human rights) 16
significant risk for incidents of child labour, and measures
taken to contribute to the effective abolition of child labour
HR7 Operations and significant suppliers identified as having See Governance (Business conduct policies, human rights) 16
significant risk for incidents of forced or compulsory
labour, and measures to contribute to the elimination of all
forms of forced or compulsory labour
HR10 Percentage and total number of operations that have RasGas’ business conduct policies are applied rigorously 16
been subject to human rights reviews and/or impact within all operations. Human rights are addressed generally
assessments within the RasGas business conduct policies and it is
RasGas’ policy to comply with all applicable laws, rules and
regulations in the State of Qatar
SE9 Human rights HR2 Percentage of significant suppliers and contractors that have RasGas provides its main suppliers with guidance on 56
and suppliers undergone screening on human rights and actions taken business conduct policies and other policies
HR5 Operations and significant suppliers identified in which the See LA4 above -
right to exercise freedom of association and collective
bargaining may be violated or at significant risk, and
actions taken to support these rights
HR6 Operations and significant suppliers identified as having See Governance (Human rights) and HR2 above 17
significant risk for incidents of child labour, and measures
taken to contribute to the effective abolition of child labour
SE10 Security and HR8 Percentage of security personnel trained in the Security personnel are trained in, and subject to, the 16
human rights organisation’s policies or procedures concerning aspects of RasGas business conduct policies
human rights that are relevant to operations
Issue Business ethics DMA HR Disclosure on management approach – economic – See Governance (business conduct policies) 16–17
and transparency indirect economic impacts, corruption, public policy
SE11 Preventing SO2 Percentage and total number of business units analysed RasGas does not specifically analyse business units for 16
corruption for risks related to corruption corruption risk, but its internal control framework and
business conduct policies cover corruption-related risk.
See Governance (business conduct policies)
SO3 Percentage of employees trained in organisation’s RasGas conducts business conduct policies sessions for all
anti-corruption policies and procedures its employees. See Governance (business conduct policies)
SO4 Actions taken in response to incidents of corruption Any allegation of corruption will be investigated in
accordance with existing policies and procedures. See
Governance (business conduct policies)
SE12 Preventing SO2 Percentage and total number of business units analysed RasGas does not specifically analyse business units for
corruption for risks related to corruption corruption risk, but its internal control framework and
involving business conduct policies address corruption-related risk.
business partners See Governance (business conduct policies)
SO4 Actions taken in response to incidents of corruption See Governance (business conduct policies). Any allegation 16
of corruption will be investigated in accordance with
existing policies and procedures
70 Sustainability Report 2011 RasGas Company Limited

IPIECA 2010 indicators GRI 3.1 and OGSS indicators Where reported Page
Code Title Code Description (or brief explanation if not addressed in the 2011 report)
SE13 Transparency of EC1 Direct economic value generated and distributed, including While RasGas provides elements of this information -
payments to host revenues, operating costs, employee compensation, throughout this report, the company is not publicly listed
governments donations and other community investments, retained and does not therefore report comprehensive financial
earnings, and payments to capital providers and data except to its shareholders
governments
EC4 Significant financial assistance received from government RasGas does not receive significant financial assistance -
from government
SE14 Public advocacy EC1 Direct economic value generated and distributed, including While RasGas provides elements of this information -
and lobbying revenues, operating costs, employee compensation, throughout this report, the company is not publicly listed
donations and other community investments, retained and does not therefore report comprehensive financial
earnings, and payments to capital providers and data except to its shareholders
governments
SO5 Public policy position, and participation in public policy See Governance (business conduct policies) 16–17
development and lobbying
SO6 Total value of financial and in-kind contributions to political See Governance (business conduct policies) 16–17
parties, politicians and related institutions by country
SE15 Workforce EC5 Range of ratios of standard entry-level wage by gender Not applicable to Qatari companies -
diversity and compared to local minimum wage at significant locations
inclusion of operation
LA1 Total workforce by employment type, employment See Our People (Workforce composition) 48
contract and region, broken down by gender
LA2 Total number and rate of new employee hires and See Our People (Hiring at RasGas) 48
employee turnover by age group, gender and region
LA13 Composition of governance bodies and breakdown of See Governance; Our People (Workforce diversity and 48
employees per category according to gender, age-group, inclusion)
minority group membership and other indicators of diversity
LA14 Ratio of basic salary and remuneration of women to Data not available -
men by employee category, by significant locations of
operation
SE16 Workforce LA4 Percentage of employees covered by collective bargaining See LA4 above -
engagement agreements
LA5 Minimum notice periods regarding significant operational In line with Qatar’s Labour Law, RasGas has minimum -
changes, including whether it is specified in collective notice periods and these vary depending on contractual
agreements terms and length of service
LA9 Health and safety topics covered in formal agreements There are no trade unions in Qatar, however all RasGas -
with trade unions staff are represented through formal health and safety
meetings
SE17 Workforce LA10 Average hours of training per year per employee by Our People (Learning and development) 51
training and gender, and by employee category
development LA11 Programmes for skills management and lifelong learning RasGas has staff learning and development programmes 49–51
that support the continued employability of employees in place through a structured People Master Plan and
and assist them in managing career endings ‘job families’ approach, and extensive employee training
opportunities.
See Our People
LA12 Percentage of employees receiving regular performance Our People (A performance-driven organisation) 47
and career development reviews, by gender
SE18 Non-retaliation HR4 Total number of incidents of discrimination and actions No data available. It is RasGas’ policy to comply with all 16
and grievance taken applicable laws, rules and regulations in the State of Qatar
systems and the company will investigate any reported incidents
of discrimination in accordance with its business conduct
policies
HR11 Number of grievances related to human rights filed, A non-retaliation and grievance system is in place 16
addressed and resolved through formal grievance to enable employees to raise instances of alleged
mechanisms mistreatment. No grievances related to human rights have
been filed
IPIECA and GRI Content Index Sustainability Report 2011 71

GRI standard disclosures and indicators not addressed by the IPIECA guidance
Standard disclosures Page
Strategy and analysis 1.1 Statement from the most senior decision-maker in the Vice-Chairman’s foreword and Managing Director’s 4–5
organisation introduction
1.2 Description of key impacts, risks and opportunities Vice Chairman’s foreword and Managing Director’s 4–5
introduction
Organisational profile 2.1 Name of the organisation About RasGas 7
2.2 Primary brands, products and services About RasGas 10
2.3 Organisational structure of the organisation About RasGas 10
2.4 Location of organisation’s headquarters About RasGas 7
2.5 Number of countries where the organisation operates About RasGas 7
2.6 Nature of ownership and legal form About RasGas 7
2.7 Markets served About RasGas 7, 11
2.8 Scale of the reporting organisation About RasGas 7, 11
2.9 Significant changes during the reporting period Our approach to reporting 63
2.10 Awards received during the reporting period Managing Director’s introduction 5
Report parameters 3.1 Reporting period Our approach to reporting 63
3.2 Date of most recent previous report About this report 1
3.3 Reporting cycle About this report 1
3.4 Contact point for questions regarding the report or its For further information 74
contents
3.5 Process for defining report content Our approach to reporting 62–63
3.6 Boundary of the report Our approach to reporting 63
3.7 Specific limitations on the scope or boundary of the report Our approach to reporting 63
3.8 Basis for reporting on joint ventures, subsidiaries etc Our approach to reporting 63
3.9 Data measurement techniques and the bases of Our approach to reporting 63
calculations
3.10 Explanation of the effect of any restatements of Our approach to reporting 63
information
3.11 Significant changes from previous reporting period Our approach to reporting 63
3.12 Table identifying the location of the standard disclosures Our approach to reporting 64–72
3.13 Policy and current practice with regard to seeking external Our approach to reporting 63
assurance of the report
Governance, 4.1 Governance structure of the organisation Governance 13
commitments and 4.2 Indicate whether the chair of the highest governance body The Board Chairman and Vice-Chairman are non-executive -
engagement is also an executive officer positions. The Managing Director is an executive member
of the Board
4.3 Independent and/or non-executive members of the board The majority of the Board have non-executive/ -
independent positions
4.4 Mechanisms for shareholders and employees to provide Governance 13
recommendations or direction to the highest governance
body
4.5 Linkage between compensation and the organisation’s People (a performance-driven organisation) 47
performance
4.6 Processes in place to ensure conflicts of interest are Governance 13
avoided
4.7 Qualifications and expertise of the board RasGas Board Members are experienced individuals with 13
skills and knowledge relevant to the oil and gas business,
drawn from national and international government and
industry
4.8 Internally developed statements of mission or values, codes Governance (business conduct policies), People Master 15–16,
of conduct and principles Plan 49
4.9 Identification and management of economic, environmental Governance 13–17
and social performance, conduct and principles
4.10 Processes for evaluating the highest governance body’s Governance 13
own performance
4.11 Explanation of whether and how the precautionary RasGas’ approach to risk management (for example as -
approach or principle is addressed by the organisation applied to to climate change and general HSE management)
demonstrates that RasGas has embedded the
precautionary principle within its Governance approach
72 Sustainability Report 2011 RasGas Company Limited

GRI standard disclosures and indicators not addressed by the IPIECA guidance
Standard disclosures Page
Governance, 4.12 Externally developed economic, environmental and social RasGas management systems are based on and follow a -
commitments and charters, principles number of externally developed charters including ISO
engagement (continued) 14001 and OSHAS 18001. Its approach to sustainability
reporting is guided by the IPIECA and GRI reporting
principles and guidelines
4.13 Membership of associations About RasGas 7
4.14 List of stakeholder groups engaged by the organisation About RasGas (stakeholder engagement) 9
4.15 Basis for identification and selection of stakeholders with About RasGas (stakeholder engagement) 9
whom to engage
4.16 Approaches to stakeholder engagement About RasGas (stakeholder engagement) 8–9
4.17 Key topics and concerns that have been raised through About RasGas (stakeholder engagement) 9
stakeholder engagement and how the organisation has
responded to these key topics
Performance indicators EC3 Coverage of the organisation’s defined benefit plan Not applicable to RasGas -
obligations
EN1 Materials used by weight or volume RasGas is a natural resource (gas extraction) company. -
Production capacity data is provided. See OG1 above
OG8 Benzene, lead and sulphur content in fuels This indicator is not applicable to RasGas, as it refers -
primarily to refined transport fuels. RasGas issues Material
Safety Data Sheets for its LNG and other products that
document the product content
EN27 Percentage of products sold and their packaging materials This indicator is not applicable to RasGas -
that are reclaimed, by category
EN28 Monetary value of significant fines and total number No data available. It is RasGas’ policy to comply with all -
of non-monetary sanctions for non-compliance with applicable laws, rules and regulations in the State of Qatar.
environmental laws and regulations
EN30 Total environmental protection expenditures and Environment (environmental expenditure) 36
investments by type
LA3 Benefits provided to full-time employees that are not Medical, dental and other awards are available to all -
provided to temporary or part-time employees, by major sponsored employees, full or part time, though certain
operations benefits depend on length of service
LA15 Return to work and retention rates after parental leave, by People (workforce composition) 48
gender
OG11 Number of sites that have been decommissioned and sites No sites have been or are in the process of being -
that are in the process of being decommissioned decommissioned
SO7 Total number of legal actions for anti-competitive No data available. It is RasGas’ policy is to comply with all -
behaviour, anti-trust and monopoly practices, and their applicable laws, rules and regulations in the State of Qatar
outcomes
SO8 Monetary value of significant fines and total number of No data available. It is RasGas’ policy is to comply with all -
non-monetary sanctions for non-compliance with laws and applicable laws, rules and regulations in the State of Qatar
regulations
PR5 Practices related to customer satisfaction, including results
More than 95 per cent of RasGas products are supplied -
of surveys measuring customer satisfaction through long-term contracts to its customers worldwide.
Regular meetings are held with all of these customers to
ensure satisfaction
PR8 Total number of substantiated complaints regarding RasGas responds to any customer concerns through its -
breaches of customer privacy and losses of customer data meetings as outlined for PR5 above. Given the nature of
the contracts, data is not formally collected
PR9 Monetary value of significant fines for non-compliance with No data available. It is RasGas’ policy is to comply with all -
laws and regulations concerning the provision and use of applicable laws, rules and regulations in the State of Qatar
products and services
Glossary Sustainability Report 2011 73

Glossary
AGI Acid gas injection LEED Leadership in Energy and Environmental Design
AKG-1 and 2 Al Khaleej Gas project (1 and 2) LOPC Loss of primary containment
API The American Petroleum Institute LNG Liquefied natural gas
BBS Behaviour-based safety LPG Liquefied petroleum gas
CCS Carbon capture and storage LTI Lost-time injury
CEMS Continuous emissions monitoring system LTIR Lost-time injury rate
CO2 Carbon dioxide MoE Ministry of Environment of the State of Qatar
COP Conference of the Parties (to the United Nations Mta Million tonnes per year
Framework Convention on Climate Change)
NOx Nitrogen oxides
CSR Corporate Social Responsibility
OECD Organisation for Economic Cooperation and
CH4 Methane Development
DLN Dry low NOx retrofit programme OGP International Association of Oil and Gas Producers
DOSS Demand on Safety Systems OHSAS Occupational Health and Safety Assessment Series
EMS Environmental management system QNV Qatar National Vision 2030
GCC Gulf Cooperation Council QP Qatar Petroleum
GGFR Global gas flaring reduction RGEE RasGas Elements for Excellence
GHG Greenhouse gases RL Ras Laffan Liquefied Natural Gas Company Limited
GRI Global Reporting Initiative RL3 Ras Laffan Liquefied Natural Gas Company Limited (3)
H2S Hydrogen sulphide RL II Ras Laffan Liquefied Natural Gas Company Limited (II)
HACCP Hazard analysis critical control point RLIC Ras Laffan Industrial City
HRA Health risk assessment SHE Safety, health and environment
HSE Health, safety and environment SHE&Q Safety, health, environment and quality
IEA International Energy Agency SSH&E Safety, security, health and environment
IPIECA Global oil and gas industry association for SOx Sulphur oxides
environmental and social issues
TRIR Total recordable injury rate
IR Infrared
UNFCCC United Nations Framework Convention on Climate Change
ISO International Organisation for Standardisation
VOCs Volatile organic compounds
IVMS In-vehicle monitoring system
WWF A global environmental conservation organisation
JCI Joint Commission International (formerly World Wildlife Fund)
LDAR Leak detection and repair programme
74 Sustainability Report 2011 RasGas Company Limited

Cautionary statement

This sustainability report by RasGas

Company Limited contains forward-looking
For further information
statements relating to the manner in which
More information about RasGas is
RasGas intends to conduct its activities,
available at our website:
based on management’s current plans and
www.rasgas.com
expectations. These statements are not
promises or guarantees of future conduct
We welcome your feedback on this
or policy and are subject to a variety of
report. If you have comments, please
uncertainties and future circumstances,
contact us by email at:
many of which are beyond our control.
sustainability@rasgas.com.qa
Therefore, the actual conduct of our
activities, including the development,
Designed and produced by
implementation or continuation of any
East Publishing Limited, Norwich, UK
programme, policy or initiative discussed
in this report, may differ materially in the
Published by RasGas Company Limited
future. The statements of intention in this
report speak only as of the date of this
©2012 All Rights Reserved
report. RasGas undertakes no obligation to
publicly update any statements in this report.

References in this report to other reports or

materials, such as a website address, have
been provided to direct the reader to other
sources of information which may be of
interest, but such information does not form
part of this report.

This Sustainability Report is

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2011 performance against commitments: at a glance
Sustainability issue Our commitment Key performance indicators Performance
2007 2008 2009 2010 2011
Management and governance
Committing to integrity, accountability RasGas will maintain the highest ethical standards, achieving full legal compliance Number of sustainability indicators publicly reported on - - 24 GRI 24 GRI 57 GRI
and transparency and operational integrity in the conduct of its business. (based on the 33 IPIECA and 88 GRI indicators, see page 64) - - - 17 IPIECA 26 IPIECA

Achieving operational excellence RasGas is committed to becoming a world-class global energy supplier striving for Liquefied natural gas (LNG) capacity in million tonnes per year 20.7 20.7 28.5 37.1 37.1
excellence. Sustainability represents a key component of our drive for operational
excellence.
Strengthening relationships and RasGas works with its employees, stakeholders and shareholders to strengthen Employee engagement index score (%): average score from - 76 - 78 80
partnerships relationships and partnerships, address mutual needs and improve performance. six employee climate survey questions on motivation
(see page 53)
Driving sustainability RasGas works together with all stakeholders to deliver business success, while Average number of Corporate Social Responsibility (CSR) - - 6.3 8.2 10.5
protecting the natural environment, promoting economic and social benefit, and engagement activities (events/sponsorships) per
developing the capability of our people. These goals, which align with the Qatar month – page 56
National Vision 2030, are underpinned by policies, procedures and performance
management.
Operations
Protecting the environment RasGas is committed to managing the environmental impact of its operations and Total greenhouse gas emissions (CO2 equivalent emissions in 9.4 9.3 8.9 16.8 18.8
conducting its business in a manner that protects the environment. It continues to tonnes) – page 37
use and develop new technologies that promote energy efficiency. Nitrogen oxides emissions (kilo tonnes) – pages 39, 41 17.8 12.1 9.5 11.8 11.8
Volatile organic compound emissions (kilo tonnes) – page 41 5.5 5.7 5.9 11.1 1.2
Sulphur oxides emissions (kilo tonnes) – pages 39, 40 14.3 9.4 12.2 44.6 18.2
Total waste recycled (%) – page 43 62 62 65 50 43
Supporting our people RasGas is committed to sustaining and developing a competent workforce, which Total workforce (number) – page 48 2,262 2,669 2,875 2,946 3,061
includes creating employment and development opportunities for nationals. 33.0
Qatarization (% Qatari employees in total workforce) – page 50 31.1 30.4 31.2 30.5
Ensuring health and safety RasGas is committed to ensuring the safety of its people and its operations. Number of reported safety observations per person 38 61 65 43 27
RasGas aims to apply industry leading health and safety practices, and 0.03
Total recordable injury rate* (employees) 0.08 0.03 0.09 0.10
continuously strives to improve its performance.
Total recordable injury rate* (contractors) 0.18 0.12 0.13 0.16 0.09
Further information on these key performance indicators is available on pages 26 Lost time injury rate* (employees) 0 0.03 0 0 0
to 29, unless stated otherwise.
Lost time injury rate* (contractors) 0.04 0.01 0.01 0.02 0.02
Lost time injuries 15 7 7 2 2
Fatalities – employees 0 0 0 0 0
Fatalities – contractors 0 0 1 0 0
Number of heat stress incidents – page 33 9 6 1 0 1
Total recordable occupational illness rate – page 32 - - - 0.00 0.01
Maintaining strong community RasGas is committed to investing in the society in which it operates, and has % of CSR activities that were proactive - - - 47 39
relationships provided funds to a wide range of community, environmental, educational, health (i.e. non-solicited) – page 56
related and cultural initiatives. The company’s CSR programme provides the
structured framework for RasGas’ long-term commitments.

*Quoted rates are per 200,000 hours worked

 Sustainability Report 2011 About this report

RasGas Company Limited Sustainability Report 2011

This report is RasGas’ third annual sustainability
report, building on our previous two sustainability
reports, issued in 2009 and 2010.

It describes activities in the financial and calendar

year 2011 and provides an account of actions and
performance data relating to a range of business,
economic, environmental and social issues which
make up our sustainability performance. It has
been prepared in accordance with guidelines on
sustainability reporting from Qatar Petroleum, which
adopts guidance specific to the oil and gas industry
prepared by the International Petroleum Industry
Environmental Conservation Association (IPIECA), and
cross-references the Global Reporting Initiative (GRI).
Further details, including a description of the process
for defining report content, is provided in the ‘Our
approach to reporting’ section.

This report builds on the foundation of sustainability

reporting that we have established within the
company and provides further information and new
perspectives on performance. In particular, and in
line with guidance from the HSE Regulations and
Enforcement Directorate within Qatar Petroleum,
we have focused on the themes of safety and
climate change in this year’s report – two topics of
immediate and long-term importance for everyone
in our industry.

RasGas believes sustainability reporting to be

a valuable tool in building relationships with
stakeholders; we hope you find this report of interest
and value. If you have feedback on it, please contact
us at: sustainability@rasgas.com.qa
RasGas Company Limited, PO Box 24200, Doha, State of Qatar
T (+974) 4473 8000 F (+974) 4473 8480
www.rasgas.com