the pioneer 147 - english quarter one 2015

العدد ١47 / ربع ٢٠١٥جملة تصدر عن شركة قطرغاز احملدودة

البداية اآلمنةكوادرنا البشرية أهم أصولنا

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حتقيق رؤية التمّيز

الشركة الرائدة يف جمال صناعة الغاز الطبيعي املسال يف العامل

the MagazIne of Qatargas operatIng CoMpany LIMIted

ISSUE 147 – Quarter One 2015

SAFe STArTpeopLe: our greatest asset

The WorLD’S PreMier LnG CoMPAnYa VIsIon of eXCeLLenCe eXCeeded

at Qatargas we are proud to announce that we have achieved

or exceeded the Key performance Indicators as outlined in the

Qatargas Vision 2015. this could only have been realised through

the tremendous effort put in by all, from our Qatargas shareholders and each and every Qatargas employee, to our loyal customers around the

globe.

Join us in celebrating this milestone achievement and watch as our new

vision and direction statement is rolled out later this year.

AChieVinG PreMier

eXCeeDinG oUr ViSion

QATArGAS, The WorLD’S PreMier LnG

CoMPAnY.

يف قطرغاز، يسرنا أن نعلن بفخر جتاوزنا كل مؤشرات األداء الرئيسية كما هي

حمددة يف رؤية قطرغاز ٢٠١٥. وأمكن حتقيق هذا األمر من خالل اجلهد الرائع الذي بذله اجلميع، من املساهمني يف

قطرغاز وكل موظف فيها، وعمالئنا حول العامل.

شاركونا االحتفال بهذا اإلجناز وترقبوا بيان رؤيتنا وتوجهاتنا اجلديدة يف وقت

الحق من هذه السنة.

حتقيق الريادة جتاوز رؤية

2015

قطرغاز، الشركة الرائدة يف جمال صناعة الغاز الطبيعي

املسال يف العامل.

qatargas COrPOratE sCOrECarDyear to date March 2015

LNg reliability

Lr reliability

Expenditure vs. target

Industry average

96.5%

98.5%

N/a

Industry average

actual

target

TRIF {total recordable Injury Frequency}

0.98

0

0.5

1.0

0.2

Flaring% of sweet gas

0.91

0

0.5

1.0

0.55 0.47

Greenhouse Gas Emissions Intensity{tonne gHg /tonne LNg}

0.441

0.420

0.431

a High Calibre and Diverse Work Force{total Headcount}

QaTaRIzaTIon

actual602

target619

qatargas outperforming industry

SaFETY, HEaLTH anD EnVIRonMEnTaL PERFoRMancE

EFFIcIEnT anD RELIabLE oPERaTIonS

actual target

reliable Deliveries

Positive responses to Customer Change

requests

100%

95%

100%

85%

cuSToMER SaTISFacTIon

0

0

0.430

0.435

0.440

0.445

0.450

97.8%

94.1%

105%

actual

97.4%

98.5%

N/a

target

2 | THE PIonEER | quartEr ONE 2015

conTEnTS

The Magazine Of QaTargas OperaTing COMpany LiMiTed

Editorial TeamEditorial Director: Heba Sedkyassociate Editor: nizar ahmed

associate Editor Csr: Thajudeen V. aliar

arabic Editor: Eiman Fakhroo

Published bythe Public relations Department

qatargas Operating Company Limited

Qatargas operating companyP.O. Box 22666

Dohaqatar

tel: +974 4452 3228Fax: +974 4473 6628

Firefly communicationsP.O. Box 11596

Doha qatar

tel: +974 4434 0360Fax: +974 4434 0359

all rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form

or by any means, electronic, mechanical, photocopying or otherwise without the prior permission of the Public relations

Department, qatargas Operating Company.

Printed on recycled paper

scan qr CODE tO VIsIt Our WEBsItE

qatargas is now present on social media via Facebook, twitter and

Instagram.

We look forward to seeing your involvement and support on these

official media:Facebook: www.facebook.com/

qatargasmediaTwitter: @qatargasMediaInstagram: qatargaspr

03 QaTaRGaS, THE woRLD’S PREMIER LnG coMPanY.a message from the CEO.

04 ScaLInG nEw HEIGHTS. qatargas celebrates realising its Vision 2015.

10 KEEPInG IT SaFE. an overview of the qatargas safe start campaign.

12 EMERGEncY ManaGEMEnT SERVIcES in qatargas.

14 ouTSTanDInG PLannInG results in successful train 4 shutdown.

16 aSSET ManaGEMEnT STRaTEGY. an overview of the Company’s new obsolescence management process.

18 nEwS HIGHLIGHTS: the sixteenth 6MMt technical Meeting and the third Middle East turbo Machinery symposium.

20. SETTInG HEaLTHcaRE STanDaRDS. Overview of qatargas medical services.

23. EnHancED caREER DEVELoPMEnT. qatargas participation at recent career fairs for Nationals.

24. SuPPoRTInG THE LocaL coMMunITY to support improving lives for those in need.

25. PaRTIcIPaTIon In QaTaR naTIonaL SPoRT DaY and supporting sport activities which are gaining popularity in qatar.

28. THE PowER oF waTER. the importance of water conservation.

29. SuSTaInInG THE EnVIRonMEnT for our future generations.

33. SPEcIaL InSERT. the qatargas flare management brochure.

quartEr ONE 2015 | THE PIonEER | 3

In 2008, qatargas set the goal for achieving ‘Premier status’ by 2015 as the overarching aspiration of its revised Direction statement. We committed to measure our success by setting the standard for the LNg sector in five operational categories:

• safety, Health and Environmental performance

• Customer satisfaction• High calibre, diverse workforce• Efficient and reliable operations• Financial performance

so, now in 2015 where do we stand? I can confirm with pride that in each of these elements, qatargas has achieved or exceeded its vision targets demonstrating unequivocally its leadership of the global LNg industry. as a world-class company, we are truly “setting the ambitions” for others to emulate – a

QatargastHE WOrLD’s PrEMIEr LNg COMPaNY

tremendous achievement recognised and acknowledged by our shareholders.

Faced with implacable economic forces, we must continuously challenge ourselves to set the bar higher, develop new capabilities and remove obstacles hampering efficient and reliable operations. Excellence is a never-ending struggle reaching beyond past accomplishments and established benchmarks towards sustainable improvement of key performance metrics. to become consistently distinguishable within the LNg sector, we need to push beyond the baselines we have already created to reach the next level. We have to build on our organisational strengths to consistently deliver excellence in all aspects of our business.

Filled with pride and trust in our people’s energy, and their relentless efforts to remove boundaries and achieve beyond expectations, I thank each and every one of you who made this vision a bold reality. this is the time to celebrate our successes, look ahead, and continue to work together to become the best that we can be.

KHaLID bIn KHaLIFa aL THanIcEo, QaTaRGaS

“wE MaDE THIS VISIon a boLD REaLITY.”


ScaLInG nEw HEIGHTSIn 2008, qatargas outlined a bold and ambitious vision – to become the world’s premier LNg company by 2015. the qatargas Direction statement, which highlights our vision, clearly defines what it is to be premier. today, with pride, we celebrate realising that vision.


tHE WOrLD’s PrEMIEr LNg COMPaNY

qatargas, established in 1984, pioneered the liquefied natural gas (LNg) industry in qatar. today, it is the largest LNg producer in the world, with an annual LNg production capacity of 42 million tonnes per annum (mtpa). the Company prides itself on its operational excellence and innovation in global energy and has worked diligently to pave the way in the global sector and become the world’s premier LNg company.

Commending everyone for their part played in realising the 2015 Vision, qatargas CEO, Khalid Bin Khalifa al thani said, “Filled with pride and trust in our people’s energy, and their relentless efforts to remove boundaries and achieve beyond expectations, I thank each and every one of you who made this vision a bold reality.”

Defining the vision shortly after becoming the largest LNg company in the world, qatargas set its sights on becoming the world’s premier LNg company by 2015. Key initiatives were established, which would help facilitate the path towards achieving the vision – to be known for its people, innovation, operating excellence, environmental responsibility and corporate citizenship.

the groundwork was in place to move forward and the updated vision was laid

out, with clear targets and indicators set, and a timeline established for quantifying and realising the vision.

the Direction statement’s mission included the objective “to safely, efficiently and reliably manage and operate all of our resources, including people, reserve, facilities and the environment.” the mission set forth a number of underlying principles, which were to guide the vision:• Maintain the highest

safety, health, quality and environmental standards.

• Efficiently produce and deliver LNg and gas-derived products to our customers around the world.

• Flawlessly execute projects and capture synergies by effectively integrating new projects into existing operations.

• Positively contribute to community development.

• Continuously improve business, governance and operating performance.

• attract, retain, develop and motivate a high calibre, diverse workforce.

• Leverage the knowledge and expertise of our workforce and shareholders.

• Maximise value and create opportunities for our shareholders.

realising the visionIn 2010 a number of carefully thought-out, integrated corporate initiatives were

Each and every qatargas division and employee played a part in realising the qatargas Vision 2015.

“Filled with pride and trust in our people’s energy, and their relentless efforts to remove boundaries and achieve beyond expectations, I thank each and every one of you who made this vision a bold reality.” – Khalid Bin Khalifa al thani, CEO, qatargas.

Demonstrating its expertise in the global LNg industry, qatargas has achieved or exceeded all of its 2015 Vision targets. achieving premier did not happen by accident. It took huge effort, loyalty and sheer determination on the part of each and every qatargas division and employee to truly deliver excellence, day in, day out. It is these relentless efforts that have contributed to realising the vision – qatargas, the world’s premier LNg company.


EXcEEDInG ouR 2015 VISIon TaRGETS:

High calibre workforce

safety, health, environment performance

Efficient and reliable operations

• 100 percent reliable deliveries

• Zero off-spec deliveries

Financial performance

Customer satisfaction

EXcEEDED EXcEEDED EXcEEDED acHIEVED

acHIEVED

90%

57.1

0.428

nET IncoME 100%

Green House Gas Emissions Intensity

Reliability 98.5% EXcEEDED

availability 96.8% EXcEEDED

utilization 94.8% acHIEVED

unit cost uSD/Tonne

10 acHIEVED

targEt

targEt

targEt targEt

targEt

TaRGET

set up in order to ensure the 2015 Vision would be achieved. these covered four key business areas, namely: 1) Management systems, 2) Corporate citizenship, 3) Innovation and operational excellence and 4) People. the primary objectives for each were established. these group specific objectives and targets were then cascaded down through the company into business objectives, departmental objectives and in turn, individual objectives.

In addition to clearly defining and setting out the goals and objectives from corporate level right down to individual level, the 2010 – 2016 business plan was updated to be in line and consistent with the new Vision 2015.

achieving premier was a journey marked with a number of initiatives,

highlights and key milestones through the years. the Company sets the standard for safety performance, customer satisfaction, efficient and reliable operations, financial performance and a high calibre and diverse workforce.

Key projects qatargas celebrated a number of milestone projects during the five-year vision period. the stone laying ceremony for Laffan refinery 2 (Lr2) was a significant development. the Lr2 facility will effectively double the condensate design capacity of the Laffan refinery Complex to 300,000 barrels per day, solidifying qatar’s unique position as the largest condensate producer with the largest condensate refining capacity in the world.

reaffirming the state of

“as a world-class company,

we are truly ‘setting the ambitions’

for others to emulate – a tremendous

achievement recognised and acknowledged

by our Shareholders.”

– Khalid Bin Khalifa al thani,

CEO, qatargas.

qatar’s commitment to the safest, most sustainable and technologically innovative production of LNg in the world, the Jetty Boil-Off gas recovery (JBOg) Project started recovering jetty boil-off gases from the six berths at ras Laffan City towards the end of 2014.

On another step along the journey to premier, the new Diesel Hydrotreater (DHt) facility at Laffan refinery was completed under qatargas’ auspices, three weeks ahead of schedule, 10 percent below budget and with a clean safety record.

the Plateau Maintenance Project (PMP) was effectively executed within existing operating facilities and equipment with no impacts to qatargas assets. the successful start-up of the enhanced facility ensures that

COMPEtENCY

IMPRoVED

0• Zero loss of primary

containment

targEt

acHIEVED• Zero total recordable

injury frequency

mn tonnes (for all products)


“To become consistently distinguishable within the LnG sector, we need to push beyond the baselines we have already created to reach another level.” – Khalid Bin Khalifa al thani, CEO, qatargas.

the production capacity of qatargas 1 (qg1) is maintained at 10 million tonnes per annum of LNg until 2021 and beyond.

Outstanding safety performance the journey to an outstanding safety performance was marked by a number of achievements. these included a remarkable safety performance across offshore operations, with the completion of 13 years without a lost time incident (LtI). the JBOg Project has an outstanding safety record with 22.6 million man-hours worked from 2010 until 2015 without a LtI, and in september 2014, 20 million man-hours were surpassed across the Company’s assets

H.H. the Emir of qatar sheikh tamim Bin Hamad al thani formally laid the foundation stone for Laffan refinery 2 (Lr2) at a special ceremony held last year.

the JBOg project officially began the recovery of jetty boil-off gases on 6th October 2014 from q-Max ship Zarga at Berth-6.

the successful start-up of the Plateau Maintenance Project ensures that the production capacity of qatargas 1 (pictured) is maintained at 10 million tonnes per annum.

the Diesel Hydrotreater (DHt) facility at Laffan refinery was recently completed introducing ultra-low sulfur diesel to the qatar economy.

and projects. another milestone came

in 2014 when qatargas became the first qatari company to receive the British safety Council Five star accreditation and was awarded the ‘globe of Honour’ and ‘sword of Honour’ awards.

Environmentalperformance During the five-year period to achieving premier, qatargas has continually pushed for milestone achievements in its environmental performance. this included winning the ‘award for Excellence in Flaring reduction’ by the World Bank-led global gas Flaring reduction Partnership (ggFr). Flaring reduction was further bolstered with the successful completion of the

13 years Of offshore operations without a Lost time Incident (LtI).

8 | the pioneer | quarter one 2015

JBoG Project. the Company was bestowed the accolade of Best Sustainability report 2013 and the development and execution of the new qatargas Management System (qGMS) further enabled the sustainable delivery of business fundamentals, contributing to achieving Vision 2015.

Efficient and reliable operationsIn early 2011 qatargas reached a production capacity of 42 mtpa with the successful start-up of train 7. this was followed by the Company’s first LnG cargo to India, representing its expansion into even more markets.

Completing the Common Sulfur Project, the successful start-up of the new Diesel Hydrotreater unit and celebrating the 5000th loading by ras Laffan terminal operations, were other key milestones in the Company’s journey to becoming premier.

Customer satisfactionthrouhgout the five-year period, there were even more long-term Sales & Puchase agreements (SPa) secured, further expanding the company’s global reach and solidifying its presence in key markets.

the delivery of the first q-Max cargo to China and the first cargo of LnG to China national oil Corporation’s (CnooC) Zhejiang LnG terminal was another key milestone towards reinforcing the Company’s reputation of safely and reliably delivering LnG to its customers.

The world’s premier LNG companyrealising the vision, qatargas delivers LnG to its customers around the globe from its world-class facilities in qatar. It does so with a commitment to safety, the environment and quality, setting the standards for others to follow.

“as a world-class company, we are truly ‘setting the ambitions’ for others to emulate – a tremendous achievement recognised and acknowledged by our Shareholders,” the qatargas Ceo said.

this momentous achievement is a testament to everyone involved in the qatargas journey, particularly its people, Shareholders and customers.

“to become consistently distinguishable within the LnG sector, we need to push

the JBoG Project will result in a 90 percent reduction in flaring at the six LnG loading berths at ras Laffan, equivalent to annual greenhouse gas (GHG) savings of 1.6 million tonnes of Co

2. the project will help recover 29 billion standard cubic feet (bscf) of gas per

year, which is enough gas to produce 750 MW of power or to power 300,000 homes.

H.e. Dr. Mohammed Bin Saleh al Sada, Minister of energy and Industry and Dr. Ibrahim B. Ibrahim, economic advisor to H.H. the emir of the State of qatar, present the Best overall Sustainability report award to abdulaziz Mohammed al Mannai, then acting Chief operating officer - administration, qatargas, in June 2014.

qatargas Ceo Khalid Bin Khalifa al thani received the ‘Sword of Honour’ award from British Safety Council (BSC) Ceo alex Botha.

5Key pillars formed the foundation of the qatargas 2015

Vision.

“this is the time to celebrate our success, look ahead, and continue to work together to become the best that we can

be.” – Khalid Bin Khalifa al thani, Ceo, qatargas.

a qatargas LnG carrier transfers the first cargo of LnG to China national oil Corporation’s (CnooC) Zhejiang terminal in mid-2014, marking a growing relationship between qatargas and its customers.

quarter one 2015 | the pioneer | 9

2015 – The world’s premier LNG company

2008 Building the

foundation

2010Setting the stage

Exceededprofit target

Exceeded production target (61.3 vs 57.1 mtpa)for all products

Reliabilityon target(98.5%)

Zero late deliveries, off-spec

deliveries and loss

of primary containments

42 mtpa of LNG capacity

Laffan Refinery

South Hook

Full LNG integrated

fleet

Ras Laffan Terminal

Operations (RLTO)

Upgraded the 2010-2016

business plan

Reduced incidents per million hours

to 1.9

Established four key initiatives to help facilitate the path

Reduced unit cost to 10.8 USD/Tonne

Improved reliability to

97.7%

Updated and streamlined the corporate KPIs (measures and targets) to focus around the five key pillars

CommunicatedVision 2015 to the organisation

GHG emissions below target (0.427 vs 0.428)

Exceededcompetency target (95% vs 90%)

2011Diversified and

strengthenedvalue chain

ras Laffan terminal operations (rLto) celebrated its 5000th ship loading in october 2014. rLto was formed around a concept of shared storage, to reduce the investment in tanks and shared access to berths and to reduce the investment required for port expansion.

Members of the JBoG Project team were proud to celebrate the achievement of reaching 22 million safe man-hours during project execution. In total, the JBoG Project successfully completed 22.6 million safe man-hours worked between 2010 and 2015.

beyond the baselines we have already created to reach another level,” encouraged the qatargas Ceo.

Becoming premier has been an important and rewarding journey for qatargas. the Company is proud to be the major contributor to the realisation of the vision of His Highness the father emir Sheikh Hamad bin Khalifa al thani, for the State of qatar to be the largest LnG producer in the world, with a combined production capacity of 77 mtpa.

While the Company continues to deliver on being premier, it will constantly endeavour to push boundaries to reach even newer heights and consistently deliver excellence. In the meantime, work is afoot for paving the way beyond 2015 and qatargas will continue to pioneer the global LnG industry.

“this is the time to celebrate our success, look ahead, and continue to work together to become the best that we can be,” the qatargas Ceo concluded.

the JoUrneY to

preMier


KEEPInGIT SaFEsafety is a core value at qatargas and takes priority across all projects. Contributing to Vision 2015, the Company strives for an incident and injury free work place. recent safety initiatives include the newly launched safe start campaign and a series of interactive workshops, which serve to constantly reinforce the safety message.

saFE start Khalid bin Khalifa al Thani, chief Executive officer

“Our people are our greatest asset. Making sure everyone working for qatargas goes home safe is our ultimate goal... We will continue in 2015 to set higher safety standards and achieve new milestones. Let’s make 2015 our safest year yet.”

ahmad Helal al Mohannadi, chief operating officer - operations

“at qatargas safety is the core of our culture, and is built into every task. an incident-free place is achieved when safety takes priority above everything else. this is done with the collective belief and commitment of everybody, every day, to work safely.”

qatargas began its safe start campaign in January in an effort to set the precedent for safety during 2015. Beginning with a safety announcement video that includes messages from the CEO and senior management, the safe start campaign aims to spread awareness on past achievements, new goals and future challenges.

safety has always been a priority for management, employees and contractors alike. In 2002, the Incident and Injury Free (IIF) programme was introduced, and was designed to encourage positive and proactive safety behaviour both in and out of worksites.

some of the initiatives of the IIF programme to date include the development of an Electronic Permit to Work system, community HsE awareness programmes, introduction of newer, more stringent requirements for clothing, and more.

2014 saw great challenges and great achievements. along with safely completing four major shutdowns, qatargas also safely initiated three of its major projects: PMP, JBOg, and DHt. Its terminal Operations also celebrated the safe loading of its 5000th

20%reduction of recordable injuries in 2014.

cargo and its Offshore Operations recently celebrated 13 years without a Lost time Incident.

through qatargas’ Life saving rules, IIF in action, Process safety Programme and other safety initiatives, 2014 saw recordable injuries reduced by 20 percent. there was also a significant improvement in heat-related injuries in 2014, a 67 percent cut compared to 2013, as well as a 45 percent reduction in the number of fires compared with 2013.

Looking forward to an even safer 2015, qatargas’ CEO wants to focus on three key areas; making sure all hazards are properly identified and mitigated, learning from each incident, and continuing to focus on staying out of the Line of Fire.

the key to success for the campaign involves making sure every worker understands the hazards involved in their activity, establishing the real root causes and developing effective actions to prevent re-occurrence.

the main goal is to keep employees and contractors out of harm’s way, implementing the qatargas philosophy: “If you can’t do it safely, don’t do it.”


Ghanim Mohammed al Kuwari, chief operating officer - administration

“safety is everyone’s responsibility. It is your duty to understand the task you are about to do, and the hazards involved. If you don’t understand, then you have to ask your supervisors and to speak up whenever it is unsafe. simply, our philosophy is, ‘if you can’t do it safely, don’t do it!’”

Randy Lee Stadler, chief SEQ officer

“We investigate all incidents and near misses and we must ensure we learn and continuously improve. Establishing the real root causes and developing corrective actions are key to preventing re-occurrence. Communicating and embedding the learnings in our procedures and our systems are essential to keep lessons learned from becoming lessons forgotten.”

alaa abu Jbara,chief operating officer - commercial & Shipping

“Our main goal is to keep our people out of harm’s way. Line of Fire is an area that we will continue to focus on in 2015. Building awareness about Line of Fire and making sure our people understand this risk and manage it effectively is critical! You owe it to yourself, to your family, and to your colleagues.

Salman ashkanani,chief operating officer - Refinery Ventures

“In qatargas we put the safety of our people, our facilities, and the environment above anything else. We have put in place a number of initiatives and programmes that embed safety as a core value to ensure everyone goes home safe.”

Jassim abdulla al Mohannadi, chief Planning & Risk officer

“Every worker must take the time to understand the hazards involved in their activity and ensure the proper mitigations are in place. actively identifying hazards in every task and revisiting these hazards as things change is key to completing work safely, especially for routine activities.”

Garry Looker,chief operating officer - Finance

“Our life-saving rules, which we introduced in 2013, continue to provide clear do’s and don’ts that highlight activities where failure to comply with the rules has the highest potential for serious injury. at qatargas we expect full compliance at all times, no exceptions.”

Khalid bin abdulla al Thani,chief operating officer - Engineering & Ventures

“2014 was a year of great challenges but also great achievements! We safely completed four major shutdowns and safely started up three major projects - PMP, JBOg and DHt. Our terminal Operations celebrated the safe loading of its 5000th cargo and our Offshore Operations recently celebrated 13 years without a Lost

time Incident. all these achievements make our Incident and Injury Free vision, a reality.”

67%Improvement in heat related injuries achieved in 2014 compared with 2013.


FIrE saFEtY aWarENEss IN qatargas

qatargas’ Emergency Management services Manager and Chief Fire Officer Hassan Jassim abu Khamis presents a memento to Civil Defence Operations Director, Hamad al-Duhaimi.

Personnel from qatargas, qatar Petroleum, Civil Defence and Hamad Medical Corporation carry

out a task during the evacuation exercise.

Evacuation exercisea phased evacuation exercise was recently conducted at the qatargas Doha Head Office. the exercise was a coordinated effort across state agencies and qatargas’ initial response team.

the phased evacuation strategy is based around the concept that occupants in the most critical floors, such as the fire floor and floors nearby, are to be prioritised in the event of an emergency and evacuated to safer floors. today, it is common for modern high-rise buildings with a large number of occupants to use phased evacuation in case of fire and qatargas has also adopted this approach.

the exercise was led by the qatargas Emergency Management services in coordination with qatar Civil Defence Directorate (qCDD). Hamad Hospital, the qatargas Initial response team, qatargas Medical Department and trained floor wardens from both qatargas and qatar Petroleum were also involved in the exercise.

the joint exercise simulated the significant challenge faced by emergency service personnel should incidents occur in a high-rise building. time-critical rescues were practiced from higher

Fire prevention in the communityqatargas has received a certificate and memento from the qatar Civil Defence Directorate (qCCD) in appreciation of the Company’s continuous collaboration with and support to qCDD and commitment towards fire safety education and fire prevention efforts in the community.

qatargas Emergency Management services and security Manager, Hassan abu Khamis received the certificate on behalf of qatargas during a ceremony held at the Civil Defence Officers’ Club on the occasion of World Civil Defence Day in March.

qatargas was selected for the honour in recognition of its distinguished efforts in the development and delivery of fire safety education and

level floors and dynamic command decisions to safeguard all occupants of the tower were initiated.

such joint exercises allow qatargas’ Initial response teams (Irt) to test their skills and knowledge under highly realistic conditions in an environment where effective communications, both internal and external, are essential.

qCDD participated in the exercise as part of their periodic preparedness assessment for response to emergency situations. qCDD has emergency response plans for high-rise buildings and these exercises evaluate the effectiveness of those plans.

In preparation for the exercise, the qatargas Emergency Management services Division conducted several learning sessions and issued information bulletins for the occupants of the building and floor wardens. a post-exercise review meeting was held on the same day with qatargas and qatar Petroleum role players, observers and Floor Wardens as well as with qatar Civil Defence officers. the exercise helped improve qatargas’ preparedness not only to completely evacuate the tower but also to safely keep the people in the tower while responding to an emergency.

fire prevention programmes which extend beyond the Company’s operating and administrative facilities and residential compounds, to the local community. qatargas regularly conducts fire safety and fire prevention awareness sessions at local schools.

Major organisations from the oil and gas sectors in the state of qatar and high ranking officials from the Ministry of Interior and other ministries and local authorities, participated in the event held under the theme ‘sustainable development and its role in risk reduction’.

an exhibition was held in conjunction with the event, at which local agents gave presentations on the latest fire engineering technologies for workplace fire safety and fire suppression.


In safe handsThe Pioneer recently met with Hassan Jassim abu Khamis, Emergency Management Services and Security Manager to learn more about the Qatargas Emergency Management Services Division.

Hassan abu Khamis is the only qatari to have achieved a Fellowship level of the Institution of Fire Engineers (IFE), uK. the Fellowship was conferred for his valuable contributions in the field of Emergency response Management services.

abu Khamis is both an IFE Member and IFE Fellow, the two most recognised international credentials an Emergency response specialist can achieve and he now also carries the designation of FIFireE. He is specialised in fire science, fire protection system engineering and also in emergency response, tactical operational emergency response and Crisis Management Planning. the Institution of Fire Engineers (IFE) is a non-profit professional body with a membership of over 10,000 and a global reach that extends through 41 uK and international branches. From this membership base, there are globally just over 400 at ‘Fellow’ grade. the main objective of the IFE is to encourage and improve the science and practice of fire extinction, fire prevention and fire engineering and all related operations and to promote ideas likely to be useful in these areas to the members of the Institution and to the wider community.

qatargas Emergency Management services and security Manager, Hassan abu Khamis received a certificate on behalf of qatargas during a ceremony held at the Civil Defence Officers’ Club on the occasion of World Civil Defence Day.

Qatargas was selected in recognition of its efforts in the development and delivery of fire safety education and fire prevention programmes, which extend beyond the Company’s operating and administration facilities and residential compounds, to the local community.

With over sixty staff members, the qatargas Emergency Management services Division is an important part of the Company’s risk reduction efforts. the Division shifted from traditional emergency response services into a combination of emergency response services and the qatargas risk reduction team. It focuses on a mutli-dimensional approach of fire safety education, code enforcement, fire protection and emergency and crisis preparedness. It has recently updated its inventory and now has a complete fleet of the latest fire vehicles in the world.

Emergency and crisis preparedness is a major priority across all qatargas operations. the Division has more than 380 pre-incident plans, containing fire safety critical information of each of the Company’s operational units. In an emergency situation, the pre-incident plans serve to inform the access points for emergency vehicles, dimensions, power point isolation and hazards involved. the pre-incident plan is a sophisticated fire safety programme and has evolved to its current format after continuous improvements.

Focus is on incident prevention and at the initial stage of any project, the priority is to make sure that facilities are designed with

fire safety in mind, whilst maintaining preparedness capacity. using the three-tier approach with corresponding documentation provides an overall process to ensure a response to any event. this is identified as the People, Environment, asset and reputation (PEar) Process. the Division’s goal is to ensure a seamless response capability through comprehensive contingency planning, trained personnel and ensuring necessary resources are in place to safeguard our people, the surrounding environment, our assets and the Company’s reputation. according to abu Khamis, “the day I joined qatargas I feel the future started for me. I was the only qatari that was hired in the fire service at that time. I have a feeling that qatargas has become a part of me. I have a lot of loyalty to this Company. What makes qatargas stand out is that every single employee has a stake in the Company’s success. We are very team-driven, and we operate in a way that puts collective goals ahead of individual glory.

“the best advice I can pass on to my fellow colleagues,” abu Khamis continued, “is to learn as much as you can about your job, about how you can become more professional and understand every aspect of your job. Be patient, work hard and you will get there.”


rEsuLts IN suCCEssFuL traIN 4 sHutDOWN

ouTSTanDInG PLannInG

qatargas recently completed a scheduled maintenance shutdown of its LNg train 4, safely and ahead of schedule.

qatargas has resumed production at one of its liquefied natural gas (LNg) production trains – train 4 – after a successful period of planned maintenance. Chief among the successes were the shutdown team’s safety record, and the prompt completion of the job.

the shutdown was scheduled to take 30 days (beginning in March 2015), but was completed after 27.2 – some 2.8 days ahead of schedule. Production on this key plant resumed, then, on 28 March 2015.

“Our shutdown focus was on safety, quality, compliance, and no waste. We exceeded

expectations in all of these areas,” said Keith Merkley, qg2 asset Manager, Onshore Operations Department.

“Indeed,” added abdel Hamid Boutalbi, shutdowns Manager at qatargas, “all this was achieved with no recordable incidents, achievement of all safety and quality KPIs, and work efficiency that resulted in us producing LNg ahead of our original schedule. It is another success in qatargas’ history of maintaining our assets safely while always striving to apply lessons learned and optimise the work execution.”

In safety, the shutdown team exceeded the targets

1 millionMan-hours safely recorded on the shutdown.

Chief among the successes during the planned shutdown were the shutdown team’s safety record, and the prompt completion of the job.


“all this was achieved with no recordable

incidents, achievement of all safety and

quality KPIs, and work efficiency that resulted

in us producing LnG ahead of our original

schedule.” – abdel Hamid Boutalbi, shutdowns Manager at qatargas.

for all leading indicators. the shutdown team recorded 4817 stOP cards against a target of over 4000; 54 near miss (NM) reports against a target over 50; and 612 fatigue assessment surveys against a target of 400.

the shutdown was completed with no recordable safety incidents, with Merkley noting only three very minor first aid incidents: a cut finger, dust in the eye and an abrasion to a hand. “this is a testament to the dedication of the entire team and the preparation for the work,” he said.

the team placed increased emphasis on formal quality plans and quality assurance checks, which resulted in no leaks, no trips and no reworks. “We achieved 100 percent compliance to operating procedures and only one percent non-compliance to our PtW procedure through over 1700 audits, which is outstanding,” said Merkley.

Waste was eliminated through what Merkley describes as “good communication, excellent

preparation, and efficient execution”. “as always, when we focus on safety, quality,

compliance and no waste, we see good results in the schedule,” said Merkley. “We completed this fantastic achievement 2.8 days ahead of schedule. this performance on the schedule is almost identical to the performance on train 5 shutdown in October 2014.”

the qatargas shutdown team’s safety record is especially impressive when one considers the size and complexity of the project. the train 4 shutdown involved 1191 justified jobs, with 882 blinds, 86 confined space entries and 61 open flame jobs. at peak, there were approximately 3230 people present at the site.

“It was another challenging shutdown because of an important scope of work, mixed with a challenging technology, linked with the complexity of equipment,” said Boutalbi. “all together we reached a record of more than one million man-hours of safety, including both qatargas and contractor personnel. all of the people involved in this shutdown are to be commended for such an achievement.”

train 4 is now back to full operation, but the work isn’t over for the qatargas shutdown team. “as always, we will evaluate the integrity of our equipment based on observations from the shutdown and seek to gather lessons learned from all aspects of our shutdown planning and execution to improve our future performance,” says Merkley.

“But,” he added, “for today we will celebrate this great achievement.”

The Shutdown in numbers

1,000,000Man-hours safely recorded

actual 27.2days

Planned 30days

Duration of the project:

3230

Estimated no. of people mobilised on site (at peak)

882Approximate number of blinds

Compliance to operating procedures

100%

Stop Cards

4817

Part of the plant at the train 4 site which went through its planned, routine maintenance and checking programme as part of the shutdown operation.


aSSET ManaGEMEnTSTRaTEGY

In line with its pioneering business strategy, the Company has recently introduced the qatargas Obsolescence Management Process (qgOMP) for the life cycle management of physical assets and related spares. It is estimated that 10 to 15 percent of equipment enters into obsolescence phase within five years of installation, especially electronic items. this scenario has a significant impact on the reliability, availability and life cycle cost of an asset.

the qatargas Obsolescence Management Process (qgOMP) is an important step in the life cycle management of physical assets and related spares. It is a management

the oil and gas sector is very much an asset-based industry and is highly dependent on technologies and automation for its efficiency and safety. technological advancements mean products are getting obsolete at rapid rates.

“This will help to fulfill our commitment and exceed Shareholders’ and customers’ expectations.” – qatargas COO –Engineering and Ventures, sheikh Khalid Bin abdulla al thani.

to fulfill our commitment and exceed shareholders’ and Customers’ expectations. this is also a big step towards maintaining qatargas’ position as the world’s premier LNg company,” qatargas COO – Engineering and Ventures, sheikh Khalid Bin abdulla al thani, said.

Members of the cross-functional team are pictured at rasLaffan qatargas Head Office celebrating the launch of the new obsolescence management process.

tool, which helps engineers and operators to proactively identify, monitor and mitigate the adverse impact of obsolescence of spares and equipment on asset availability and reliability. the process also enables the highest level of active asset life in a project design, thus ensuring maximum asset availability with a high level of spares and service dependability.

“qatargas Obsolescence Management Process (qgOMP) is an important and proactive process for effective asset management strategy that minimises asset life cycle costs and maximises asset availability and reliability. this will help

Qatargas Obsolescence Management Process (QgOMP):the qatargas Obsolescence Management Process (qgOMP) is a sub-process within the life cycle spares management process, which is qgMs compliant. the


“we are looking forward to full implementation of the Qatargas obsolescence Management Process, adding significant business value in life cycle cost optimisation.” - ahmad Helal al-Mohannadi, qatargas’ COO – Operations.

What is obsolescence?Obsolescence is the state of equipment or spares which occurs:• When it is no longer technologically supported though it has the ability to meet the

functional requirements. • When spares/service expertise is not available.• When a functionally superior and more reliable replacement is available/inevitable due to

technological advancement/business changes.• When a vendor goes out of business.• When technical detail/drawing of the equipment/spare is neither available in

documentations or in field name plate and thus OEM can not be identified.• When there is a risk imposed on reliability due to obsolescence of auxiliary/associated

systems.• When installing the latest equipment is operationally cheaper than maintaining or

replacing aged or worn out equipment.• When equipment is not required because of strategic business reasons even though it may

still be in good working order.

process consists of three-sub processes, namely technical Obsolescence Management, Functional Obsolescence Management and aging Equipment Management. the processes consist of several chronological steps – proactively identifying obsolescence and aging issues, prioritising and risk ranking them, proactively developing and implementing the mitigation solutions and then maintaining continuous monitoring (see diagram).

“With a modest start on the implementation of qatargas Obsolescence Management Process we have observed that there is a significant amount of opportunities in life cycle cost optimisation. We are looking forward to full implementation of the qatargas Obsolescence Management Process, adding significant business value in life cycle cost optimisation,” added ahmad Helal al-Mohannadi, qatargas’ COO – Operations.

the qatargas Obsolescence Management Process (qgOMP) is a key enabler in supporting qatargas’ vision to establish and maintain its position as the world’s premier LNg company.

sophisticated technology

replacespaper-focused

systems

Information Communication

technology replaces older

processes

The processthe implementation of the process has cross-functional participation from Engineering, supply, Ventures, Maintenance and Operation Departments. Long term

business plan

Identify Obsolescence

Evaluate Options and

Develop Obsolescence Management

Plan

Impact assessment and

Polarisation

Continuous Monitoring

Implement ObsolescenceManagement

Plan

VendorRelationship

Technological Environment


the first Quarter of 2015 witnessed active participation for Qatargas in two important technical events, materialising in the collaboration with Japanese buyers at the sixteenth annual 6MMt technical Meeting in Japan and participation as a Platinum Sponsor at the third Middle east turbomachinery Symposium.

NEWs HIgHLIgHts

qatargas and Japanese long-term buyers discussed key operational and safety information at the sixteenth annual 6MMt technical Meeting hosted by tokyo Electric Power Company in Japan.

the 6MMt technical Meeting is held annually and provides an excellent opportunity for open discussion between qatargas and qg1 Japanese buyers with the purpose of enhancing and developing operations on all levels.

Discussions ranged from 2014 shipping operations and buyers’ receiving terminals to various plant operations such as updates on the Plateau

SIXTEEnTH 6MMT TEcHnIcaL MEETInG

qatargas and Japanese long-term buyers gather to discuss operational information at the sixteenth 6MMt technical Meeting in Japan.

H.E. Dr. Mohammed Bin saleh al sada, Minister of Energy and Industry, presenting a certificate to qatargas Chief Operating Officer - Operations, ahmed Helal al Mohannadi, in appreciation of qatargas’ support of the event as Platinum sponsors.

as part of its efforts to keep abreast of the latest technical advancements in the oil and gas industry, qatargas participated as a Platinum sponsor in the third Middle East turbomachinery symposium (MEts) hosted by qatar Petroleum.

qatargas engineers played an important role in the symposium, delivering two key technical presentations and participating in three discussion groups throughout the event.

the symposium, held under His Excellency Dr. Mohammed Bin saleh al sada, Minister of Energy and Industry, and supported by the texas a&M university at qatar, provided

THIRD MIDDLE EaST TuRboMacHInERY SYMPoSIuM

key industry leaders with the opportunity to openly share ideas, exchange technical knowledge, and discuss industry related topics.

this year’s symposium featured a packed agenda, with a world-class educational forum for turbomachinery engineers, including a total of eight discussion groups, 10 tutorials, 12 lectures and 18 case studies on various topics such as LNg, wet gas, vibration, gas turbines, surge and cavitation. some of the technical sessions covered maintenance, design and troubleshooting as well as short case studies describing in-the-field problems and their real-world solutions.

Maintenance Project (PMP) and the Jetty Boil-Off gas recovery (JBOg) Project.

the presentations were productive and informative as qatargas delivered an overview of offshore operations and Japanese buyers updated qatargas on revised safety guidelines by the Japan Coast guards for ‘safety and Disaster Prevention standards of Large tanker and Berth for Large tanker’. the sixteenth technical Meeting concluded with a technical tour of tokyo Electric’s Higashi Ohgishima terminal. the next meeting is scheduled for February 2016 and will be hosted by the Kansai Electric Power Co., Inc.


SETTInG HEaLTHcaRE STanDaRDS

Health related initiatives form an integral part of qatargas’ corporate

social responsibility programme. such initiatives contribute to building

a healthy population, which is a key objective of the Human Development pillar of qatar’s National Vision 2030.

the qatargas Medical Department maintains and promotes physical, mental and social wellbeing of qatargas employees and their dependents, playing a vital role in achieving the qatargas vision for setting the standard in health and safety performance.

In conjunction with rasgas, qatargas offers its employees well-resourced health clinics, providing the full range of

quality medical services covering occupational, emergency and primary health care at the plant, offshore and in Doha. the clinics are operated by teams of qualified healthcare and industrial hygiene professionals who plan, coordinate and direct the occupational, emergency preparedness, and industrial hygiene activities as per the Company’s evolving needs. Medical care is available in

Dental care is one of the many healthcare services offered at the qatargas medical centres.


English, arabic, tagalog, turkish, Hindi and Nepali.

the qatargas Doha Medical Centre was first awarded with the coveted Joint Commission International (JCI) accreditation in 2012 and it successfully passed the re-accreditation in February 2015. “the certification is recognised internationally as a symbol of quality that reflects an organisation’s commitment to meeting certain performance standards that deliver safe and effective care of the highest quality and value,” commented Dr. Osama Ibrahim, qatargas Chief Medical Officer.

achieving the re-accreditation involved not only maintaining the standards that were in place at the time of the original accreditation three years ago, but also identifying and implementing new standards that were introduced by the JCI during this period.

ann K. Jacobson, Executive Director, International accreditation, Joint Commission International, commended qatargas on the re-accreditation, stating, “the citizens of qatar should be proud that qatargas Doha Medical Centre is focusing on this most challenging goal – to continuously raise quality to higher levels.”

the qatargas Medical Department provides preventive, curative and emergency services for adults and works closely with partners Hamad Medical Corporation and al ahli Hospital. Furthermore,

“The citizens of Qatar should be proud that Qatargas Doha Medical centre is focusing on this most challenging goal – to continuously raise quality to higher levels.” – ann K. Jacobson, Executive Director, International accreditation, Joint Commission International.

paediatric care consisting of well childcare, sick childcare and patient and family education is provided along with antenatal care, bone health, post natal care, gynaecology and female screening programmes.

regular audits and inspections are conducted at the contractors’ labour camps to ensure the living conditions of the contractor workforce are according to international standards. During all shutdowns, fitness for work screening, fatigue assessments of workforce as well as health risk assessment of critical activities are conducted by the plant medical doctors and industrial hygienists. Issues and concerns that may potentially cause work-related illnesses or injuries are updated daily to implement corrective actions when needed.

In 2014, the Medical Department supervised a mass medical screening campaign for its contracted work force for more than 15,467 individuals. Workers with serious medical conditions were reassigned to jobs better suited for their medical condition thus minimising injuries and accidents in the workplace.

Health statistics In 2014 the qatargas Medical Department at the plant, offshore as well as the Doha Head Office managed and conducted a total of 80,929 visits. In addition, they conducted periodic medical examinations for


Other services provided by the qatargas Medical Department include educational outreach programmes. In 2014 occupational health surveillance programmes were carried out for hearing conservation, ergonomic, respiratory protection and chemical management activities.

In 2014 alone, the campaigns included:

• First aid/cPR training courses this is mandatory training for all operations and maintenance employees who are assigned in the plant area. the Medical Department met a 100 percent completion of all qatargas’ Operations staff which is in compliance with qatar’s Heat stress management guidelines in the oil and gas sector. these stipulate that staff must be trained to administer first aid measures to heat stress related incidents. Early detection of signs, heat stress symptoms and prompt actions to be taken in prevention of heat exhaustion cases were amongst the areas covered.

caMPaIGnS In 2014 • Heat Stress Management qatragas Heat stress Management is a high focus area with the aim of protecting employees, contractors, subcontractors, vendors and visitors from heat-related illnesses. Weather trends over the past three years have shown an increase in the number of days that the heat index is hitting above 54 degrees centigrade. In 2014, 67 days were recorded with a heat index greater than 54 degrees centigrade in a full 24-hour cycle. Despite such harsh weather conditions, the Company completed four major shutdowns that year with zero heat related incidents. similarly, all qatargas’ Operations also finished strong with zero recordable heat related incidents in 2014.

• Food Safety & Hygiene lectures the lectures aim to improve awareness levels amongst qatargas catering staff both in the kitchens and service areas, with food safety and hygiene principles as well as company standards the key focus areas. Basic hygiene principles, critical limits, hazards/risks and preventive/corrective actions were explained in detail, emphasising the importance of compliance with the required standards to ensure food safety.

• Healthy Heart as part of qatargas’ commitment to support employees and contractors in maintaining a healthy lifestyle, the Medical Department conducted a ‘Healthy Heart’ campaign. the campaign included a series of health checks such as cholesterol, blood sugar levels, blood pressure and body mass index.

• Diabetes awareness qatargas and qatar Diabetes association (qDa) jointly hosted a Diabetes awareness Day in early 2014 with more than 200 people – diabetic patients and their families – attending the event.

• blood Donation/HMc blood Donor’s Day qatargas has been organising blood donation campaigns in cooperation with Hamad Medical Corporation over the past 14 years. More than 100 qatargas employees and contractor personnel donated blood during the recent 2014 campaign at the qatargas offices in Doha and ras Laffan.

• other campaigns• smoking Cessation• Ebola and MErs awareness• Obesity• Breast Cancer awareness• Dental Education

the qatargas awareness campaigns cover global health scares such as the ebola virus and MErs. Pictured is a banner from a previous swine flu awareness campaign.

1805 employees. Pre-employment medical examinations for more than 348 candidates for qatargas and its expansion projects also took place at the qatargas Medical Centres in 2014.

several enhancements were introduced throughout 2014 at the qatargas Doha Medical Centre. these have helped the clinic to properly cater for the increasing number of visits each year.

qatargas offers its employees and families well-resourced health clinics, providing a full range of quality medical services including paediatric care.


HELPINg stuDENts PLaN tHEIr CarEErs

qatargas participated as a sponsor at the annual Career Fair for qatari students studying in the uK, engaging hundreds of young Nationals in informative discussions on potential career paths and post-graduate opportunities available at qatargas.

Beginning the event, qatargas gave students insight into its global significance as a premier LNg Company and highlighted the numerous benefits offered to young qatari graduates looking to break into the oil and gas field. Individual development plans, training and development programmes, rewards and recognition schemes and the opportunity to work with and learn from

In line with its commitment to driving premier performance, Qatargas puts great emphasis on developing a competent and successful National workforce. With this in mind the company recently participated in two major career fairs highlighting opportunities to upcoming Qatari graduates.

qatargas delegation to uK career fair included senior officials from Engineering and Ventures, Human resources and Learning and Development Departments.

bEnEFITS To YounG QaTaRI GRaDuaTES HIGHLIGHTED

as part of its continued efforts to attract National students and graduates to careers with qatargas, the ‘Hayyakum’ campaign was launched in 2014.

under the campaign umbrella, qatargas recently participated in texas a&M university’s career week to engage engineering students with prospects of future careers and post-graduate opportunities with the Company. the campaign targets qatargas National recruitment requirements by focusing activities in partnership with the various departments.

students learn about various career opportunities at the qatargas booth during texas a & M university’s career week.

HaYYaKuM – aTTRacTInG naTIonaL TaLEnTIn addition to a booth

offering information about possible employment opportunities, qatargas employees delivered presentations and also shared their own personal experiences related to work in the oil and gas sector.

qatargas will continue to provide ongoing opportunities and follow up with the students’ career interests. activities planned for the future include plant visits and encouraging LinkedIn connections, as part of the Company’s drive to recruit high calibre National talent.

a high calibre workforce from across the world are some of the major benefits to starting a career with qatargas.

In addition to career opportunities and internship programmes, qatargas offers scholarships for qatari Nationals at top international universities in qatar and abroad. the Company views its participation at such events as a unique opportunity to meet with students and educate them on the processes involved in entering the workforce.

qatargas officials from various departments attended the event, including Engineering and Ventures, Human resources, and Learning and Development Departments.


suPPOrtINg tHE LOCaL COMMuNItYEngaging with the local community is a key area of qatargas’ Corporate social responsibility activities. recent community activities included a fun day for qatar Orphan Foundation, Dhreima and donating to qatar red Crescent.

SuPPoRTInG QaTaR RED cREScEnT qatargas has made a financial donation to the qatar red Crescent, a volunteer-led humanitarian organisation and one of qatar’s leading organisations in international disaster relief and humanitarian development.

the donation will aid the Organisation’s mission of assisting and empowering vulnerable communities.

a brief ceremony was held at the qatargas Head Office,

saad shaheen al Kaabi of qatar red Crescent presents a certificate of appreciation to COO – administration, qatargas, ghanim al Kuwari.

qatargas highlighted its commitment to community engagement by organising a day of fun and entertainment for nearly 150 children from qatar Orphan Foundation, also known as Dhreima.

Officially opened in 2007, the Dhreima complex provides an integrated system of care and shelter for orphans in the state of qatar. It helps achieve family development and social solidarity through experience, research and consultation.

the activities took place at the qatargas’ Winter Camp in sealine, where children enjoyed several activities ranging from the use of bouncy castles to learning tennis and face painting. the children were also entertained by performing artists.

the qatargas Medical team was also on hand delivering interactive Children from Dhreima gather to enjoy a fun performance organised by qatargas.

presentations and teaching the children about health related topics such as dental care and hand hygiene.

the fun day was the perfect opportunity for qatargas to engage with local children with the objective of making a positive and lasting difference in their lives. the Company is committed to integrating these children into society and fostering their safety and well-being.

qatargas’ initiatives in the field of Community Development include its strong presence in the ras Laffan Community Outreach Program, whereby it works closely with companies in ras Laffan Industrial City to develop the northern areas of qatar. It also cooperates with charity organisations in qatar to extend all possible support to communities inside qatar and abroad.

a DaY oF Fun FoR cHILDREn FRoM DHREIMa

during which saad shaheen al Kaabi, Fund raising and Investment Manager at qatar red Crescent, presented a certificate of appreciation to qatargas Chief Operating Officer of administration, ghanim al Kuwari.

In line with the Company’s corporate social responsibility initiatives, qatargas is enthusiastic in building lasting partnerships with organisations that strive to improve lives for those in need. qatargas’ decision to donate is also part of achieving the human development goal of the qatar National Vision 2030.


naTIonaL SPoRT DaY acTIVITIES qatargas successfully celebrated the qatar National sport Day 2015 by organising fun and exciting athletic events across various venues located around Doha, al Khor, and sealine. Over 4000 qatargas employees and their families had the opportunity to participate in activities such as golf, football, tennis and cricket to name but a few.

underscoring the Company’s commitment to promoting the health and wellbeing of the community, qatargas is dedicated to organising events that cater to employees and family members of all ages.

a two kilometre walkathon began the day at al gharafa Club followed by the option to participate in friendly matches and challenges across different sports. Children enjoyed special games and attractions including the use of bouncy castles and slides.

qatargas medical and security support services were on stand-by to ensure that the activities were safe and comfortable for all involved. the qatargas Medical Department set up a dedicated health check area where participants could have free blood sugar levels, blood pressure and body mass index (BMI) tests conducted.

adults and children alike participate in a football match during National sport Day.

gEttIN

g a

CtIV

Eqatargas highlights its

commitment to supporting fitness and well-being in qatar through initiatives

ranging from qatar National sport Day

activities to financial sponsorships supporting

sporting activities that are gaining popularity in the

country.

Children from Dhreima gather to enjoy a fun performance organised by qatargas.


oPEn baDMInTon cHaMPIonSHIP qatargas was a proud title sponsor of the Open Badminton Championship organised recently by the qatar Badminton association. as many as 500 players of all ages gathered to compete in the tournament that consisted of over 25 events across various age groups for both male and female players.

Expressing his appreciation for qatargas’ support of the tournament, talal al Mawlawi, Board Member of the qatar Badminton association, said, “We thank qatargas for its commendable support to this championship which, we expect, will help propel qatar into the world map of yet another increasingly popular sporting event. this initiative from qatargas clearly demonstrates its commitment to the local community and helps promote the ‘sport for Life’ values we have adopted at qatar Olympic Committee with the aim of providing opportunities for all in the community to participate in sports and sports-related activities.”

PRoMoTInG HEaLTH THRouGH cYcLInG

qatargas shows support for qatar Cycling Center by providing sponsorship for its year-round activities. Image courtesy of abdullah Hamdan al Mannai.

gEt

tIN

g a

CtI

VE

In line with qatargas’ commitment to supporting growing sports around qatar, the Company has become a financial sponsor of qatar Cycling Center, encouraging their year-round activities.

By committing to a financial sponsorship, qatargas highlighted its unwavering commitment to sports as a part of its corporate social responsibility, as well as its aim in attracting younger generation qataris to the growing popularity of sports such as cycling.

the main objective of qatar Cycling Center is to promote a healthy lifestyle and well-being through cycling, ultimately creating a healthy generation capable of contributing to the development of qatar.

the Cycling Center offers a wide range of facilities and activities from an indoor training facility to weekly rides within city limits. the Cycling Center also organises a public activity every month where people can learn more about its activities.

4000 Participants took part in qatargas’ National sport Day activities.


“This initiative from Qatargas clearly demonstrates its commitment to the local community and helps promote the ‘Sport for Life’ values we have adopted at Qatar olympic committee.” - talal al Mawlawi, Board Member of the qatar Badminton association.

gEttIN

g a

CtIV

E

qatargas’ involvement in the Championship stems from their continued dedication to helping the development of sports activities gaining popularity in qatar. their aim is to attract the younger generation and involve them in a range of sports that supports their development, ultimately contributing to the human development goals of qatar National Vision 2030.

IcE HocKEY PEaRL SPonSoRSthe prize distribution ceremony of the under-15 Ice Hockey tournament hosted by qatar raiders and supported by qatargas was held recently at the Villagio Ice rink. this was the second tournament hosted by the raiders this season. twelve teams competed over three divisions with teams from abu Dhabi, saudi arabia and Dubai participating. the qatar National team, Oryx, also participated in its first official under-15 tournament.

Dubai sandstorms defeated the abu Dhabi storms to win the Division a title. the C Division was won by Dubai, defeating saudi arabia by a score of five to three. the B Division final was a very exciting game between the qatar raiders and the Dubai sandstorms. there was no score after the regulation time resulting in a five-minute sudden death overtime which then came down to a penalty shoot out. after five shooters for each team, Dubai won gold for the B Division and the qatar raiders claimed silver.

Hamad al awi, a/Head of Public relations Business support at qatargas presented the gold and silver medals to the B Division winners. qatargas is the Pearl sponsor for qatar raiders.

Hamad al awi, a/Head of Public relations Business support at qatargas presented the gold and silver medals to the B Division winners.

12 the number of teams in the hockey championship.


Water is fundamental to our existence. It is at the core of sustainable development, being one of our most valuable resources that is constantly under stress around the world. the importance of protecting and sustaining this critical resource cannot be overstated.

the environmental, economic and social problems we face as a result of our use of water are complex, but at least one of the causes is manageable – ensuring that we don’t waste water. the solution is straightforward – we must use water wisely. simply stated, water conservation means doing the same with less. By using water more efficiently and reducing wherever appropriate, we protect this precious resource now and for our future generations.

the state of qatar acknowledges the critical

role of water resources in the country’s development and has included sustainable water use as a key pillar of the qatar National Vision 2030 (qNV 2030). as part of this vision, raising awareness and inducing behavioural change are critical to effectively managing the country’s resources.

supporting the state’s vision of sustainable development, the Power of Water, our first go green campaign for 2015, was launched on 22 March, internationally recognised as ‘World Water

wastewater management at Qatargasqatargas is implementing a comprehensive programme to design, engineer and implement advanced wastewater treatment, reuse and recycling projects for our production facilities in ras Laffan Industrial City (rLIC).

we will recycle and reuse 60 to 70 percent of the treated wastewater currently discharged to sea. This equates to savings of 5,400m3 of water per day, equivalent to the average daily water consumption of 20,000 people or enough water to fill 10.8 million, half-litre water bottles.

to learn more about these projects, please visit the go green Portal.

Day’. the campaign focused on the impact of water on various aspects of our lives. It showcased how little changes to the way we do things can reduce our water consumption at home and at work.

When it comes to saving water it is important to understand that everyone can help, and small changes when done by many can make a big difference. to learn some tips on how to save water at home and work, please visit the qatargas go green Portal.

tHE

PO

WEr

OF

Wat

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SuSTaInInG THEEnVIRonMEnT

2014 was a year of achievements for qatargas’ environmental programmes. qatargas continued to build on its success in flare reduction and greenhouse gas (gHg) management, automating environmental data management processes, renewing our focus on waste management and enhancing environmental awareness within our workforce. the Pioneer recently caught up with Khalifa ahmed al-sulaiti, qatargas Environmental Manager, to learn more about these achievements and the Company’s future plans to sustain and enhance performance in key environmental focus areas.

FOr Our FuturE gENEratIONs

qatargas’ Jetty Boil-off gas recovery Project has been operating at recovery rates greater than 90 percent since October 2014. this is a recent aerial view of the ras Laffan port with JBOg in operation and no noticeable jetty flaring.


“we have been able to reduce our total hydrocarbon flaring by 76 percent from 2009 to 2014,” Khalifa ahmed al sulaiti, Environmental Manager.

efficiency improvements to further reduce our carbon footprint, and a gHg Lifecycle assessment study that provided valuable insights into our current gHg emissions profile.

“We initiated a theme-based, go green Programme in 2014 to raise environmental awareness with our employees. Four quarterly, theme-based campaigns were conducted in 2014 on the importance of water conservation, energy conservation, waste reduction and climate change. Our Environmental Data Management system (EDMs) went live in august 2014. the EDMs provides an automated system to handle the diverse

environmental data at qatargas and will gradually replace our manual reporting process in 2015.

“We continued to progress our comprehensive plan to recycle and reuse process wastewater within our onshore production facilities. this involves advanced wastewater treatment technologies such as Membrane Bioreactors (MBrs) and reverse Osmosis (rO) to produce streams that meet desalination water standards, allowing them to be reused within our plants. “We renewed our focus on waste management and commenced development of a comprehensive Waste Management system for

Environmental achievements in 2014“Our key environmental focus areas have been compliance, gHg management, flare reduction, wastewater recycling and reuse and waste management and we added environmental awareness and environmental data management to these focus areas in 2014.

“I am pleased to state that we maintained compliance with our Consent to Operate (CtO) environmental permits issued by the Ministry of Environment (MoE) and received two new CtOs in 2014 for our Diesel Hydrotreater (DHt) and Jetty Boil-off gas recovery (JBOg) Project facilities. qatargas now has 13 active CtOs, each with extensive compliance, monitoring and reporting requirements. We continued our work with the MoE to optimise CtO requirements and established forward plans for key CtO conditions.

“I am also proud to note that qatargas achieved its best flaring performance to date in 2014 with a 39 percent reduction in flaring levels from 2013. Driven by stable operations across assets and enhanced flare reduction, our gHg performance in 2014 bettered our annual target with an overall reduction of approximately eight percent from 2013. qatargas has a strong gHg management programme, which encompasses verification and certification of site gHg emission inventories. In 2014, we completed a gHg technology assessment study, which provided a range of recommendations centred on process and energy

Khalifa ahmed al sulaiti, qatargas Environmental Manager.


Qatargas’ wastewater recycling and reuse projects, when completed in 2016 – 2017, will allow the Company to recycle and reuse 60 to 70 percent of treated wastewater currently discharged to sea.

our operational facilities. We completed a joint sludge treatment pilot study with rasgas, launched an automated system to manage our internal waste transfers, progressed work on the design and engineering of new onsite waste handling and treatment facilities and initiated long-term, in-country collaboration for recycling of our key waste streams, including both ferrous and non-ferrous wastes.”

Flare reduction “We have been able to reduce our total hydrocarbon flaring by 76 percent from 2009 to

2014 and that is something I am most proud of. this reduction has been driven by the operational focus brought about by our multi-disciplinary LNg asset Flare Management teams (FMts). Our LNg mega-train flaring levels in 2014 were the lowest in our operating history. this was supported notably by reliable plant operations and a 45 percent reduction in daily baseline flaring following completion of the Mega-train Purge gas reduction Project in December 2013.

“We continued our efforts to reduce shutdown flaring and

were able to achieve our lowest shutdown flaring to date for any LNg train during the train 5 shutdown in september-October 2014.

“the landmark Jetty Boil-off gas recovery (JBOg) Project was successfully commissioned, and has been operating at design recovery rates greater than 90 percent following first ship recovery on 6th October 2014.

“Included in this issue is the qatargas Flare Management mini booklet. I encourage you to read through this mini booklet to learn more about the Company’s flare reduction journey, the successes along the way and forward plans to sustain and better our flaring performance in 2015.”

Environmental awards“We were honoured to receive the Best Overall sustainability report award from His Excellency, Dr. Mohammed Bin saleh al sada, the qatar Minister of Energy and Industry, in June 2014, in recognition of our 2013 Company sustainability report. a significant factor which helped our report stand out from industry peers was our strong

performance and achievements in key environmental focus areas and our commitment and alignment to the qatar National Vision 2030 (qNV 2030).

“qatargas was the first ever recipient of a green award by the green award Foundation recognising our environmental practices in conjunction with our LNg fleet.

“qatargas was also the first qatari organisation and one of only four companies in the world in 2014 to win the two most prestigious awards in LNg shipping from the British safety Council, the ‘sword of Honour’ for Occupational Health and safety Management and the ‘globe of Honour’ for Environmental Management. In order to compete for these, qatargas shipping had earlier achieved the maximum five-star rating in the British safety Council’s Occupational Health, safety and Environmental Management audit scheme between august 2013 and July 2014.”

sustaining performance“Our flaring target for 2015 will be to further reduce 2014 flaring levels by approximately

76% reduction in total hydrocarbon flaring from 2009 to 2014.


“The Qatargas Management System (QGMS) will allow the company to sustain premier levels of performance. this includes developing long-term strategies, plans and systems for key environmental processes.”

40 percent. We will also progress development of the qatargas Flare Management system (qg FMs), which is described in the Flare Management mini booklet (opposite page). We will continue to retain focus on gHg management and will roll out and implement a gHg Management strategy and define forward plans for process and energy improvements to minimise our gHg footprint.

“Waste management is a key corporate objective and our main target will be to establish sustainable disposal and recycling pathways for our waste streams and minimise inventories onsite. I am also looking forward to the successful start-up of our qatargas 1 MBr facility in q2 2015 and completion of our wastewater recycling and reuse projects in 2016-2017, which will allow us to recycle and reuse 60 to 70 percent of the treated wastewater that we currently discharge to sea.

“these projects will also reduce our desalinated water consumption by 5,400 m3 per day, which equates to the daily water consumption of 20,000 people and is enough to fill 10.8 million, half-litre water bottles daily.

“We will maintain key focus to support the implementation of the qatargas Management system (qgMs) which will allow us to achieve and sustain premier levels of performance. this includes aligning our existing IsO14001-accredited Environmental Management system (EMs) to qgMs and developing long-term strategies, plans and systems for some of our key environmental processes. We will also continue our quarterly, theme-based ‘go green’ environmental awareness campaigns through 2015 and expand its outreach to our al Khor qatargas-rasgas Community schools.”

qatargas was the first ever recipient of a green award by the green award Foundation recognising its environmental practices in conjunction with the Company’s LNg fleet.

FlareBrochure E.pdf 2 6/11/15 11:35 AM

FlareBrochure E.pdf 1 6/11/15 11:35 AM FlareBrochure E.pdf 3 6/11/15 11:35 AM

the pioneer 147 - english quarter one 2015

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