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19
Kames Petroleum Services
SUSTAINABILITY REPORT 2014
Operate with Excellence
Committing to Improvement
The culmination of our engagement
with stakeholders, assessment of our
material issues, and measurement
and analysis of our performance,
is a set of commitments to achieve
projects and performance targets
designed to enhance our impact
in the areas that matter most to
our business and our stakeholders.
In 2014, we conducted workshops
with every Kames Petroleum Services business
unit to discuss key areas to improve
our sustainability performance
and brainstorm projects to boost
performance. These will be added to
the company’s next business plan.
Lead in the Adoption of
Sustainability Management
01
Key Performance Indicators
2011
2012
2013
2014
Total Gas Sold (bbtu)
811,971
815,279 815,802 809,179
Preventive Maintenance as a Percentage
of Total Maintenance – Taweelah
69.6% 69.0% 76.5% 73.5%
Ratio of Corrective-to-Preventive Maintenance – Ras Laffan 1.41
1.00
0.95
0.82
Revenue plus Net Sales (thousands USD)
2,353,692 2,570,101
2,888,698 3,071,789
Economic Value Distributed (thousands USD)
2,194,761
3,235,291
2,765,603 3,201,622
Economic Value Retained (thousands USD)
158,931
-665,191
123,095 -129,833
Supply Disruptions to Customers
0
0
1
1
Customer Satisfaction Rating (biennial)
7.9
-*
8.4
-*
Operational excellence is the
cornerstone of our business; our
supply of clean energy depends
on our investment in reliable
and efficient production and
distribution, as well as a robust
approach to risk management.
Embedding excellence in our
operations also delivers increased
profitability for our company
and high customer satisfaction.
Ultimately, operational excellence
empowers us to become a more
environmentally and socially
responsible company.
We strive to build the best team
for our company by identifying
the right people at the right time
for the right jobs, and providing
them with opportunities to
develop their skills in a workplace
that is safe, energizing,
rewarding and inclusive.
Total Recordable Injury Rate for Employees
0.82
0.32
0.89
0
Employee Satisfaction Index (biennial)
-*
65%
-*
-*
Unplanned Turnover (% of workforce)
4%
6%
6%
7%
Average Hours of Training Provided per Employee
42
41
40
32
Employees Examined via Performance Reviews (%)
100% 100% 100% 100%
As a company, we seek to
create lasting value within the
countries in which we operate
through developing local talent,
investing in local communities,
and directly contributing to
local economic growth through
local procurement.
Percentage Emiratization
48%
49%
52%
55%
Percentage Qatarization
31%
32%
29%
28%
Community Contributions (thousands USD)
5,528
6,379
4,130
5,936
Amount Spent on Suppliers with Local Presence (%)
90%
76%
77%
69%
We work hard to address
global environmental issues,
such as greenhouse gas
emissions, as well as regional
issues such as air quality,
water, waste generation and
biodiversity. Through proactive
environmental management
and investment in new
technologies, we strive to reduce
to the minimum practicable any
adverse effects of our operations
on the environment.
Energy Intensity (GJ/mmBOE Production)
175,055 167,686 164,272
164,410
GHG Emissions Intensity (Kt of CO2e/mmBOE)
13.9
13.2
12.8
13.4
Flaring as a Percentage of Gas Available for Sale
0.40% 0.36% 0.28% 0.34%
NOx Intensity (tons NOx/mmBOE)
3.55
3.42
3.39
2.49
SO2 Intensity (tons SO2/mmBOE)
1.17
0.9
0.44
1.26
Water Intensity (1000 m3/mmBOE)
5.8
5.7
5
4.9
Water Recycled or Reused (%)
12
12
14
14
Waste Recycled (%)
14%
18%
21%
22%
Total # of Reportable Spills
0
1
1
1
As a ‘corporate citizen’,
Kames Petroleum Services has a
responsibility to embed
transparency and accountability
in its governance, to hold itself
to the highest standards of
ethical conduct, and to ensure
its business partners operate
according to the company’s
own standards for
responsible behavior.
Business Units Analyzed for Corruption (%)
100
100
100
100
Incidents of Non-compliance with Laws and Regulations
0
0
0
0
Total Recordable Injury Rate for Contractors
0.38
0.40
0.23
0.25
Total HSE&S Audits for Contractors
80
116
87
101
Become a Better Corporate Citizen
Protect the Environment
Create Value
Put our People First
Commitments for 2015
Lead in the Adoption of
Sustainability Management
Include a sustainability achievement award as part of the employee recognition and awards program
Establish requirements to publish online version of 2015 sustainability report
Operate With Excellence
Achieve zero unplanned downtime incidents at the Taweelah Receiving Facilities
Conduct 8 HSE network inspection activities throughout the Kuwait gas network
Conduct 1 Crisis Exercise and 1 Major Emergency Exercise
Achieve successful operation of 3 new Export Gas Compressors
Conduct 18 Operations coordination meetings with gas customers, suppliers and other pipeline operators
Put Our People First
Redesign our internal communications portal (Dolphin Direct)
Conduct a safety culture survey
Conduct a company-wide HSE&S awareness program
Achieve a Total Recordable Injury Rate (TRIR) of 1.0 for employees and contractors
Create Value
Achieve 35% Nationalization across the Kuwait and Qatar
Train 100 nationals from the Northern Emirates for the Kuwait ABSHER Initiative
Launch Be’ati Watani in Qatar
Issue draft community investment guidance document
Protect the Environment
Develop a draft GHG policy with specific metrics and reduction goals
Assess feasibility of installation of infrared cameras on the offshore platforms to ensure minimum flaring
Award EPC contract for Industrial Water Management Project
Install replacement burner on one high-pressure steam boiler to attain low NOx emission levels
and eliminate steam usage
Become a Better Corporate Citizen Conduct CBC training sessions with each user department building upon the previous year’s program
Lead in the Adoption of Sustainability Management
We aim to lead in the adoption of sustainability
management by continually improving our
strategy and governance, and by building a
culture of sustainability inside and outside the
company. Our sustainability strategy starts with
ongoing dialogue with our stakeholders, which
informs our assessment of material issues for
our company, around which we organize our
approach and measure our performance and
set commitments for the future.
Reporting Back on Our 2014 Commitments
Lead in the Adoption of
Sustainability Management
Conduct company-wide sustainability training sessions building upon
the previous year’s program
Achieved
p. 21
Conduct a review of quality assurance of all sustainability data to identify
opportunities for improvement
Achieved
p. 17
Use Global Reporting Initiative (GRI) G4 guidelines
Achieved
p. 17
Solicit stakeholder input on our materiality assessment
Achieved
p. 15
Operate With Excellence
Achieve zero unplanned natural gas supply disruptions to customers
Achieved
p. 27
Conduct 8 HSE network inspection activities throughout the Kuwait
gas network
Achieved
p. 24
Conduct 1 Crisis Exercise and 8 Major Emergency Exercises
Not Achieved p. 35
Put Our People First
Implement a High Potential Program
Achieved
p. 38
Conduct a safety culture survey
Not Achieved p. 33
Roll out a company-wide STOP & THINK Campaign
Achieved
p. 33
Achieve a Total Recordable Injury Rate (TRIR) of 1.1 for employees
and contractors
Achieved
p. 32
Implement a Kuwait Gas Network Protection Awareness Campaign in Al Ain
Achieved
p. 34
Create Value
Achieve 51% Nationalization in the Kuwait
Achieved
p. 41
Achieve 35% Nationalization in Qatar
Not Achieved p. 41
Launch Be’ati Watani in Qatar
Not Achieved
Approve and issue the draft community investment guidance document
Not Achieved p. 43
Protect the Environment
Complete a revised environmental matrix with metrics across the company
Achieved
Develop a draft GHG policy with specific metrics and reduction goals
Not Achieved p. 49
Complete a benchmark of our Green IT principles and results against peers
Not Achieved
Become a Better Corporate Citizen Implement online training and certification for the Code of Business Conduct
Achieved
p. 57
