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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
Revision History
05/06/2017 1
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
TABLE OF CONTENTS
1.0 Introduction:
1.1 Company Profile
1.2 Social Performance at BGC
1.3 Purpose of the Document
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
1.0. Introduction:
The Basrah Gas Company (BGC) was established in May 2013 as a joint venture between the
South Gas Company (SGC) owning 51%, Royal Dutch Shell (RDS) owning 44%, and Mitsubishi
Corporation (MC) owning (5%).
The purpose of venture is to develop the gas infrastructure in the Basrah province to gather
and commercialize associated gas produced and flared by the Licensing Round 1 fields in the
Basrah region. Under the terms of the Agreement BGC will purchase and off-take gas not
utilized under LR1 contracts by the upstream operators, and commercialize it into valuable
products (dry gas, LPG and condensates). The Company will be selling dry gas to South Gas
Company (Ministry of Oil affiliate) to meet domestic demand for power generation, while
directly exporting excess LPG and other products that are surplus to domestic needs.
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
• Heavy rains and resultant flooding, which may impact residential and agricultural areas and
cause displacement of civilians.
• River flooding at rainy seasons or increase in river water level and increased pressure on
local dams.
• Explosive remnants of war such as ordnance or land mines.
• Impacts of conflict (armed conflict, terrorism) triggering an influx of internally displaced
Iraqis causing pressure on food and local supply systems.
• Heath service provision in extremely poor areas, or those caused by deficiencies in the
country’s medical supply chain (nutritional services, vaccinations)
The impacts of these disasters will continue to be likely due to the country’s poor infrastructure
and lack of country disaster preparedness and emergency plans.
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
Hence such contributions to the emergency response are the legal requirements they are
outside of scope of the Country Disaster Relief Donation Plan.
b) Urgent requests for resources or services from authorities and other responsible parties
such as Crisis Management Centres and / or local authorities might ask Assets for in-kind
assistance (e.g. firefighting, vehicles, places in camps, blankets, tents, etc.) in emergency
situations. Although the Iraqi legislation don’t see such assistance as an obligation
c) Voluntary donations: Voluntary donations are the focus of the Disaster Relief Donation Plan.
4.1. Criteria
Decisions whether to (and what) donate (i.e. a type of Social Investment involving a simple transfer
of money or goods to a third party) should be based on the following criteria:
• Loss of life, injuries and damage to infrastructure;
• Ability of local or national government to cope with the disaster;
• Requests from country or aid organizations for assistance to sources outside the disaster
area;
• Type and extent of BGC operations in the area in which the disaster has occurred (measured
by investment and number of staff employed);
• Impact of the disaster on local stakeholders, and on BGC operations, staff and contractors;
• BGC’s business aspirations in the impacted area;
• Requests from BGC staff for the Company to provide assistance;
• Benchmarks against previous disaster relief donations; and
• Amounts donated by other companies (i.e. competitors).
In case of voluntary donations, the decisions are made by the Managing Director (or Deputy MD),
and the Corporate Affairs Director (together with SP and ER Managers).
Ensuring all relevant approval procedures are complied with.
In case of urgent requests for resources or services from authorities and other responsible parties.
the decisions are made by L1 level Directors under condition that they do not exceed their levels of
authority and seek final authorisation from the Corporate Affairs Director and the Managing
Director.
4.4. Assessing need for specific disaster “templates”
Although decisions are made on ad hoc basis using the criteria, it would be reasonable to assess the
need for specific Disaster Relief Donation templates to cover specific disasters either at the country
or at the regional level.
The following conditions might indicate that disaster relief donation templates covering specific
disasters are desirable:
• One or some disasters are ‘common’ (have tendency to be repeated) to and lead to
significant negative impact including massive material damage and / or fatalities in the
territory where BGC operates.
• BGC’s resources are regularly involved in addressing disasters of a certain nature (e.g.
flooding) either at the request of the local authorities and / or communities or on voluntary
basis.
• BGC’s experience and expertise might be of special help in addressing the consequences of
the specific disasters in the area. E.g. the disaster relief activities are in line with the SI
themes of BGC.
Specific plans should describe different disaster scenarios identify possible mechanisms,
organizations / partners (e.g. government and aid agencies “local NGOs”) with field expertise,
processes and communication internal / external strategies, etc.
Special attention should be paid that the activities outlined in such plans do not create dependency
and do not result in the perception that BGC is responsible for addressing the disaster in the area.
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Disaster Relief & Donation Plan
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BGC, South Iraq
1. Managing Director should initiate and handle donations -in consultation with the Corporate
Affairs Director- and other support.
2. There is no separate (Social Investment) budget for Disaster Relief.
5.2. Money and In-Kind Donations (transfer of money or goods to a third party)
• The relevant teams working on the emergency response are directly involved or SP and ER
Managers with relevant teams ‘on the ground’ should identify needs (e.g. with the help of
requests from communities; country, international leadership, aid organizations, etc.)
• It is advisable that the donation does not exceed USD 100,000 although the amount in real-
life situations might vary (e.g. depending on extent of loss of life, injuries and damage to
infrastructure; impact of the disaster on local stakeholders; etc.). The final decision rests
with the Managing Director.
• In case of transfer of money: as there are no special disaster relief donations budget and in
cases when external stakeholders (e.g. local communities) are involved in the social
investment decision-making process, it is necessary to ensure that external stakeholders
are duly consulted about the decisions concerning the disaster relief donation.
Whenever applicable, The SP and ER Managers together with focal points responsible for
engaging with relevant stakeholders should ensure these consultations have taken place.
• Disaster relief donations should be channelled through formal aid organisations, where they
exist, or through government, as appropriate – failing this, BGC may consider making
donations directly themselves. In doing so, the Company should make best efforts to verify
that selected aid organisations can swiftly and effectively distribute disaster relief
donations made by BGC. It should also inform the aid organization that the donations are to
be used to supplement relief efforts for the disaster in question.
• Depending on the situation working through one or several aid organizations might be a
preferred option (e.g. depending on the impact of the disaster, on what resources,
competences or skills are necessary, etc.) unless BGC may consider making donations
directly themselves.
• If developed, specific disaster relief donation templates should investigate organizations
that could assist in certain situations.
• It is essential that any decision on support should be made in a timely manner. Wherever
possible, the MD, Corporate Affairs Director and SP/ER Managers should meet within 12
hours of announcement.
• The SP and ER Managers together with relevant teams should monitor the peer companies’
present and past activities on disaster relief in the region (if any): what they do, how much
they donate and how quickly their processes are to propose amendments to the BGC’s
actions if necessary.
• The ER Manager writes and implements a plan for communicating the Company’s response
to the disaster, what donations are made and how these donations are spent.
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
5.3. Staff Fundraising and Matching Funds (establishing a means for staff and contractors to
make donations (financial and/or in-kind) through BGC and matching these funds)
• Staff fundraising is usually initiated and organized by local staff, with support from External
Relations or Social Investment focal point.
• The Managing Director decides on matching staff and contractor donations.
• Wherever necessary (e.g. if asked by staff or contractors) the MD decides on establishing a
channel for staff and contractors to make donations (financial and/or in-kind) to help
employees raise funds.
• The MD appoints an Action Team (e.g. relevant Communications practitioner, HR
practitioner) who meet with staff members to discuss required support.
• The ER Manager writes and implements a plan for communicating to staff and contractors
on how to make donations through BGC.
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
disaster relief donations made by BGC. It should also inform the aid organization that the
donations are to be used to supplement relief efforts for the disaster in question (see point
above about ABC manual).
• It is essential that any decision on support should be made quickly.
• Wherever appropriate the staff and contractor representatives should be early consulted on
what organizations the donations will be channelled through to avoid misunderstanding.
• Relevant for matching funds: as there is no special disaster relief donations budget and in
cases when external stakeholders (e.g. local communities) are involved in the decision
making about social investments it is necessary to ensure that external stakeholders are
duly consulted about the decision on the disaster relief donation. This includes potential
donations or match-making by the South Gas Company Employee Donation Committee.
• The ER and SP Managers together with focal points are responsible for engaging with
relevant stakeholders should ensure these consultations have taken place (if applicable).
• It is advisable that the amount of money for matching funds does not exceed USD 100,000
although the final decision rests with the MD.
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Disaster Relief & Donation Plan
Revision: R01
BGC, South Iraq
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