SUSTAINABILITYSUSTAINABILITYREPORTPEOPLE
FuturePLANET
GrowthDevelopment
PROFIT
CultureHEALTH& SAFETY

years

2018
2018

ADOC 2018 SUSTAINABILITY REPORTTABLE OFCONTENTSSTATEMENT FROMTHE GENERAL MANAGER
HIROYUKIYAMAMOTO

on the further development of the UAE Nationals in addition
to promoting capable UAE Nationals to managerial positions.

Representative& General Manager,
ADOC

Completing 50 years of Business
I consider myself thankful and lucky to be a part of ADOC’s 50th
anniversary celebrations. Fifty years anniversary, ADOC’s golden
jubilee, was of course a key milestone. To celebrate this event, a
successful reception was held and very well attended by 600 guests,
including ADNOC officials. The event reinforced the collaborativemodel between ADNOC and Japanese entities. Performance andsuccess stories were discussed during the celebrations. ADOC
aspires to further improve and live up to the strong expectations
from ADNOC.
Over the last year, the communication between ADNOCGroup and ADOC has strengthened. This close cooperation
with ADNOC is particularly beneficial to ADOC from aknowledge transfer/ gaining information perspective.

STATEMENT FROM THE
GENERAL MANAGERABOUT THIS REPORTABOUT ADOC
CHAPTER 1: INTRODUCTION
CHAPTER 2: PEOPLE
CHAPTER 3: PLANET
CHAPTER 4: HEALTH & SAFETY
CHAPTER 5 PROFITABBREVIATION LIST

3This is ADOC’s eighth sustainability report. Looking backand reflecting on the activities undertaken during thepast year, I am grateful for what has been achieved. I takethis opportunity to thank all those who have contributed
towards our progress and shaping ADOC’s future.
Safe and Stable Operations
At the end of 2017, ADOC successfully commenced Hail
Oil Field production and in 2018 we recorded an increasein production (1.5 times by volume of previous year).
Remarkably, this was accomplished without any major
incidents. This could be achieved as a result of the combined
efforts of all ADOC ‘s and its contractors’ staff. Various
long-term activities undertaken over the past few years
have brought a positive change in the mindset of all ADOC
and contractors’ staff. I would like to thank ADNOC for
their valuable support and SE Department for their pivotal
role. I would like to recognise their positive contributions
towards creating an improved safety culture within ADOC.
Focus on Emiratization
In compliance with SPC/ADNOC directives, ADOC has taken
its drive towards Emiratisation a step further focusing more

Looking Ahead
ADOC will move forward with the same operating philosophyof maintaining safe and stable operations. Emiratisation willremain at the fore front as ADOC continues its operations.
ADOC will continue to follow ADNOC’s directives andrequirements. Key requirements of operating cost optimization(as and where possible) and increasing crude oil production(as much as feasible) will remain the prime focus. In 2018,
we achieved the target of increased production, however,
we could not achieve the strict cost reduction target set atthe beginning of the year. We will endeavour to have morerobust policies on cost control in the forthcoming years.
Over the coming years, ADOC’s aim will be to unite as ‘One
Company’ with diverse nationalities and stronger ties with ADNOC.
The journey will include to become a true ‘Multinational company‘.

ADOC 2018 SUSTAINABILITY REPORTThis report covers ADOC’s activities fromJanuary 1, 2018 to December 31, 2018,
unless otherwise indicated herein. The
report has been prepared in accordancewith “GRI Standards: Core Option”.

ABOUT THISREPORT

4

We are now in our
8th year ofcommunicating
our social, safety
and environmental
performance to ourvalued stakeholders
in an annual
Sustainability Report.
This report covers our Abu Dhabi-based
operations, namely; the Abu Dhabi office,Mussafah warehouse, the Central Facilities
Platform (CFP), Mubarraz Island processing
and support facilities, and the four offshore
fields namely Mubarraz, Umm Al Anbar,
Neewat Al Ghalan and Hail Field.
Mubarraz Island acts as a fulcrum forprocessing and other support facilities bygathering the oil from Central Facilities
Platform (CFP), Umm Al Anbar Site
Terminal and Hail Site Terminal.

ADOC 2018 SUSTAINABILITY REPORT

5

ADOC 2018 SUSTAINABILITY REPORTSTEP 2

STEP 3
Finalisationof Material
TopicsReporting Framework, Scope and Limitations
We have reviewed the list of material aspects and boundaries which were reported as partof our previous reporting process and revised it to comply with the GRI Standards. In thisreport, we focus on the most material topics for ADOC and present them in the respective
sections. In addition, we have also undertaken the process of mapping our material topics
to the United Nation’s Sustainable Development Goals (SDGs). We believe that throughADOC’s responsible operations, we also contribute positively towards the SDGs.

4

3
10

SocialtopicsImportance to ADOC

Finalisationof MaterialTopics

Very Material

Our communication with internal and external stakeholders took a step
forward through our materiality assessment, and engagement sessions. This
helped to validate the topics in our sustainability report and ensure we
continue to report on topics that are most relevant to our stakeholders.

Topics related to environmental, social and economic categories were taken
into consideration for the assessment and these were analysed to finalise thelist of material topics. These have been categorised as material, very material
and most material depending on the level of importance to ADOC and its
stakeholders. The hierarchy of importance of the material topics is as follows:
Most Material > Very Material > Material

15
16

We welcome your valuable feedback on our 2018 Sustainability Report.
Please contact auhse@adoc.ae with any comments and suggestions.

Stakeholder engagement workshops and surveys helped us to gain a better
understanding about who our stakeholders are, how they interact with ADOC
and what expectations they have of us. We consulted internal stakeholders
through workshops and other external stakeholders through surveys, collated andweighted the responses received to prioritise the material topics for ADOC.

7

13
14

Most Material

Economic
topics68

12

LEVEL OF MATERIALITY

Environmental
topics5
11

We continually strive to improve the quality of our data and the way in which it ispresented to our stakeholders. This report provides trends and statistics across multiple
years to allow our stakeholders to see the continual improvement that we strive for.

MATERIALITY ASSESSMENT
AND STAKEHOLDER ENGAGEMENT

1

2

9

Most Material

Transitioning the Sustainability Journey in ADOC
We have taken the feedback from our key stakeholders - employees, suppliers,
contractors and shareholders, into account when defining the material topics,
reporting content and tried to meet their expectations. In 2018, we reviewed the
GRI Standards, mapped the indicators and aligned our reporting in accordancewith the GRI Standards: Core option. This change made it also necessary toreview the material topics and their boundaries. A materiality assessment, involving
our internal as well as external stakeholders was carried out in 2019.

External
Stakeholder
SurveyMATERIALITY ASSESSMENT 2018

Very MaterialInternal
Stakeholder'sWorkshop

REPORTING APPROACH

7

Material

STEP 1

ADOC 2018 SUSTAINABILITY REPORT

Importance to stakeholders

6

Material

RANK

MATERIAL TOPICREPORTING BOUNDARY

1

Non-compliance with regulations

Entire ADOC (HQ + Site Operations)2

Asset Integrity and Process Safety

ADOC Site Operations

3

Occupational Health and Safety Management

Entire ADOC (HQ + Site Operations)

4

Water Consumption

Entire ADOC (HQ + Site Operations)

5

Efforts to promote local suppliers

Entire ADOC (HQ + Site Operations)6

Biodiversity Impacts

ADOC Site Operations

7

Spills from Operations

ADOC Site Operations

8

OHS Training and Education

Entire ADOC (HQ + Site Operations)

9

Waste Management

Entire ADOC (HQ + Site Operations)

10Green House Gas Emission

ADOC Site Operations

11

Water Effluents

ADOC Site Operations

12

Energy Consumption

ADOC Site Operations

13

Diversity and Equal opportunity

Entire ADOC (HQ + Site Operations)14

Human Rights education and training

Entire ADOC (HQ + Site Operations)15

Non-discrimination of Employees

Entire ADOC (HQ + Site Operations)16

Economic Performance

Entire ADOC (HQ + Site Operations)ADOC 2018 SUSTAINABILITY REPORT

ADOC, Abu Dhabi Oil Co.,
Ltd. (Japan) is a 100% JapaneseOperating Oil Development
Company, established on 17th
January 1968. ADOC’s Head
Office is based in Tokyo, Japan.

ABOUT
ADOC

8

Abu Dhabi maintains an oil
operating system in which the
Abu Dhabi National Oil Company(ADNOC), a state-owned
corporation that is responsible forthe production and marketing of all
Abu Dhabi oil and gas explorationand production, is under the controlof the Supreme Petroleum Council.
The Supreme Petroleum Council
is the highest legislative authority
in Abu Dhabi Emirate – in charge
for formulating and supervising theimplementation of Abu Dhabi's
petroleum policies. The Emirateof Abu Dhabi is one of the very
few locations in the world thatallows 100 percent foreign oil
companies to develop, produce andexport oil. ADOC has establisheda robust operations system
in partnership with ADNOC.
Since its establishment, ADOC
has been highly regarded for its
accomplishments in Abu Dhabi.
ADOC has earned an admirable
reputation over the years for safe,
effective and reliable operations
with particular emphasis placed onhealth, safety and the environment.
Our reputation is supported byour performance and we will strive
for continuous improvement.

ADOC 2018 SUSTAINABILITY REPORT

910ADOC 2018 SUSTAINABILITY REPORTOUR SHAREHOLDERS

ADOC 2018 SUSTAINABILITY REPORT

Percentage of Shareholdings
1.7%

ADOC is owned by a number of Japanese shareholders.
The primary objective of shareholders is to help thecompany grow in a safe and sustainable manner.

Chubu ElectricPower Co. Inc.

Kansai Electric
Power Co. Inc.

Our shareholders play a vital role in contributing
towards our development in the form of active
engagement and participation in key governancefunctions through annual shareholder meetings.
A vital part of this focuses on the decisionmaking processes relating to the future of ADOC.
Shareholdings are presented in the graph below.

1.7%

PERCENTAGE OFSHAREHOLDINGS

32.2%
JX Nippon Oil &
Gas Exploration
Corporation

64.4%
Cosmo Abu Dhabi
Energy Exploration &Production Co. Ltd.

ORGANIZATIONALSTRUCTURE
As a reflection of our business needs, there were somechanges from 2017 organogram that include the following:
Abolition of Departments• HD: Hail Field Development Department• GL: Government & Local Relations Department• PS: Processing & Technology Department• MI: Maintenance & Integrity Department
Establishment of Departments• PI: Processing & Integrity Department• PJ: Project Department• PL: Planning & External Relations Department

Auditing
Department

Auditing
Department

Planning
Department

OUR OPERATIONSADOC currently operates in four offshore fields, Mubarraz, Umm
Al Anbar (AR), Neewat Al Ghalan (GA) and Hail, all of which
are producing. The Hail field started producing from November
2017. All the fields are located in the west of Abu Dhabi, UAE.

Planning &External
Relations
Department

Planning
Group

Administration
Department

GeneralServicesGroup

Our main processing and support facilities are located on Mubarraz
Island which lies at south of GA field and includes oil and gas
processing, crude storage, crude loading, water treatment utilities,
accommodation blocks and other associated infrastructure.

GeneralAffairs
Department
Executive
Board
Meeting

GeneralMeeting of
Shareholders

Board ofDirectors

Audit &
Supervisory
Board

Human
Resources &Development
Department

Personnel
Group

Materials
Supply &Transport
Group

Abu Dhabi
Field Office

GeneralManagerPresident
Finance &Accounting
Department

Finance &Accounting
Group

Exploration &Development
Group

Technical
Department

Crude oil produced from Mubarraz, AR, GA and Hail fields are processed at Mubarraz Island and shipped as Mubarraz Crude oil.
Our field operations are supported by our offices in Abu Dhabi and the warehouse facilities in Mussafah.

11

PI (Processing & Integrity Department) will handle operation,
maintenance and integrity to improve the overall efficiency
instead of MI (Maintenance & Integrity Department) andPS (Processing & Technology Department) previously. PJ(Project Department) will facilitate new major projects. PL(Planning & External Relations Department) will be insteadof GL (Government & Local Relations) will additionallyhave functions to advance midterm management plan.

Processing &MaintenanceGroup
Health,Safety andEnvironmentGroup

Finance &Accounting
Department

Purchasing& Transport
Department

Development
Department

Project
Department

Processing& Integrity
Department

Health, Safety& Environment
Department

12

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTOUR OPERATIONAL PRIORITIESOperational Control after Hail Production

ADOC’s BusinessPriorities

Mr Masaru Hamabuchi

The Mubarraz Field

Designation : Head, Processing Group con. Project 1 Group.

Commercial production commenced in the Mubarraz field in 1973. The Mubarraz Field
comprises of the Central Facilities Platform (CFP), which is located in the centre of the
field, three production platforms, seven well platform and twelve tripod well platforms.
The platforms are connected to CFP through submarine pipelines and cables.
The crude oil, formation water and gas from the production wells in
Mubarraz Field are gathered at the CFP through sub-sea pipelines and aretransported to the final processing facilities at Mubarraz Island.
The CFP is equipped with oil, gas and water separators. Powergenerated in Mubarraz is being distributed in CFP; the generation
facilities are available only for back up in case of any emergency.
Additional platforms, namely Central Control Room (CCR) Platform, a living
quarter platform and BB well platform, are inter-connected by bridges. On the CCR
platform, well monitoring and controlling apparatus is installed. The living quarter
platform includes accommodation, helipad and other residential facilities. Production
and disposal wells are located on the BB well platform. Separated water at the
CFP is injected into the underground formation through the disposal well.

Joined ADOC in 2012; Experience in Japanese refinery for
16 years. Tasks include functional support for operation
management and liaison focal for expansion projects.

Hail Field
The Hail Field is located south of Mubarraz
Island. Early Production from Hail field
was achieved in November 2017.

My duties within ADOC are towards
stabilisation and optimisation of the Plant
operations. I believe communication is key
to success in any business operation. ADOC
has an inclusive environment and attracts
and retains talented people from manybackgrounds and culture. While this promotes
cultural diversity, it is also challenging sincedifferent people speak different languages.
In ADOC, every person’s skills and strengths
are mapped, and these are used in the mostefficient manner for the overall benefit of theoperations and ongoing projects. Many of thestaff need support and education to maintainsmooth communication within teams. I havepersonally worked on my English-speaking
abilities and improved upon it, so that I
could communicate better with the staff.

AR & GA Fields

Rig Operations

Mubarraz Island

Commercial production commenced
in the AR field in 1989 and in the GA
field in 1995. AR Site Terminal (ARST)
is located at the centre of the AR field
and is equipped with oil processing
facilities, sweet gas injection facilities
and sour gas injection facilities.

Two offshore rigs are used for drilling
new wells or to workover existing wells.
We use jack-up type offshore rigs thatare designed for operating in the shallow
water typical of our fields; this type of rigs
are commonly used in the Arabian Gulf.

The fluid produced from the Mubarraz,
AR, GA and Hail fields are transported
via pipelines and gathered at Mubarraz
Island where there are processing facilities
to refine the fluid into the final crude
product and loaded for shipment. Sepa

The rigs consist of a barge-shaped hullwith three cylindrical and triangular& truss legs and are equipped withderrick and special devices for drilling
and work over operations.

rated water and wastewater at
the Mubarraz Island are injected
into the underground formation
through the disposal well eliminating
the effluent to the sea.

The jack-up rigs are towed to a location
with legs up; the legs are then firmly
positioned on the sea bottom at the site
for work over or drilling operations.

There is also a residential facility
accommodating approximately 500
personnel, together with sports andrecreational facilities including a soccer
ground, tennis court and a golf course.

The well-head streams from AR & GA
fields are gathered at the process facilities
at ARST, where both oil and gas are thenseparated. The separated oil is sent to
Mubarraz Island and the gas is sent to thesour gas injection facilities and sweet gas
injection facilities through the sweetening
units for gas injection into the reservoirs.
A causeway provides onshore access from
north of Mubarraz Island to the ARST.

*

BB is the name of one of ADOC’s well platform

It has been an absolute pleasure and amatter of pride to be able to attend the50th year celebrations of ADOC. During thedelivery of the Hail Project, we have had towork under intense pressure situations.
However, we have always focused on thephilosophy of ‘Safety First’ and an open
‘heart to heart’ communication between
the operations and project teams. At thestart of my tenure with ADOC, I noted thatthe level of understanding for safety issues
was minimal amongst staff and contractors.

However, communicating with people
everyday and educating them on simple
safety issues resulted in improving the safety
consciousness amongst the people. I also
realised that while talking to the people
motivated them partially, the strongest
impact could be created by demonstrating
the safe works – on the ground – following
safety principles in everyday activities. I havebeen on the forefront and displaying safe
mechanisms of carrying out project tasks.

To Maintain
Production

By Safe and Reliable
Operations

Plant operations were also optimised throughfacility modifications (through process) and
improvement actions in operating disciplines
thereby reducing any potential operational risks.
There is a positive culture shift noted in ADOC
towards achieving operational improvements
and greater safety awareness. The focus on
training and education should remain andfurther enhanced by sharing knowledge on
best practices and new technologies in theinternational domain. I am very optimistic
about the recent organisational changes
within ADOC and feel that if each person
embraces the change and contributes byperforming the duties assigned to eachof them, then ADOC will move to thenext level of operational excellence.

With
Zero Hydrocarbon
discharges into theenvironment

The secret behind ADOC’s success isteam spirit. It is OUR success story! “

OUR PRODUCTOur product is the processed crude oil produced from ADOC’s
oil fields. This is stored in tanks and loaded on tankers forexport through a Single Point Mooring (SPM) facility. Tankers
loaded with crude oil at the Emirate of Abu Dhabi exit from the13

Arabian Gulf at the Straits of Hormuz, cross the Indian Ocean
and pass through the Strait of Malacca delivering the crude oil
to Japan. The tankers travel a distance of approximately 11,500
kilometres with a sailing time of approximately 18 days.

14

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTADOC’s 50th anniversary celebrations in 2018 and the role of PL Department

15

COMPLETING 50 YEARSSUSTAINING RESPONSIBLE OPERATIONS
1967

1967

On 6th December of the same year, an agreement concerning
the exploration and development of the Mubarraz oilconcession area in Abu Dhabi offshore areas was signed

1969

In September, the exploratory well No.1 successfully
produced the long-awaited crude oil. This undergroundstructure was given the name of Mubarraz Oil Field, andwas the first step towards ADOC’s success in Abu Dhabi.

1979

In April, ADOC entered into a supplementary agreement
which granted ADOC a new concession in the AR
Site Terminal area, offshore Mubarraz Island.

The late Sheikh Zayed Bin Sultan Al Nahyan (the former
President of the United Arab Emirates and the former
1973 Ruler of Abu Dhabi), may his soul rest in peace, took
the decisive step of allowing the Japanese companies toacquire oil concessions in the Emirate of Abu Dhabi, which
until then had been granted only to Western companies.

1968

On 17th January, Abu Dhabi Oil Co., Ltd.
(Japan), (ADOC), was established.

1973

In May, the production of oil began, and in June, thefirst shipment of Mubarraz crude oil left for Japan.

1989

Umm Al-Anbar Oil Field, (AR) started oil production
Hisham Omar Al Mashjari
Designation : Supervisor, Planning& External Relations Group
Joined in 2018, Supervisor (PL). Current roles
and responsibilities include liaising with theregulators for all concessionary affairs andother OPCOs for public relations activities.
Introduction
Since its establishment in 1968, ADOC’s contribution to UAE’s society
has been significant. Corporate Social Responsibility activities include
range of initiatives such as mangrove plantation, contribution toeducational activities such as the Japanese Language Teaching Programin Applied Technology High School and study visit programs to Japan.
I feel motivated to be working for a company that is well-establishedand has long heritage and history. ADOC always inspires me to do
my best and contribute towards the success of the organisation.
ADOC’s 50th Anniversary
We started planning for the 50th anniversary event from April
2018 (around 8 months before the event day). Preparation activities
included a range of tasks such as venue selection, co-ordination
with AD-GS in selecting a company for venue services such as
lighting, audio, photography, preparation of invitee list and sending
invitation cards to all invitees, preparation of the 50th anniversary
documentary film, selection and preparation of anniversary
gifts, co-ordination with AD-GS in selecting live music band andpreparation of other decoration like flower arrangement and ice
carving, and organising 50th anniversary committee meetings where
all updates were shared among the committee members.
The 50 anniversary event was a great success and was highly
appreciated by top management in ADNOC and SPC and our Japanesemanagement and shareholders. We were able to achieve this dueto the combined efforts of all departments, working as one teamtowards achieving this goal. 580 attendees were present in the event.

1995

Neewat Al-Ghalan Oil Field, (GA), of the newconcession area started oil production.

th

PL Activities
PL Department is keen to maintain good communication at all
times with the offices of ADNOC’s and SPC’s top executives. PL
therefore arranges visits of ADOC’s President and other top VIPs
to ADNOC CEO and other ADNOC/ SPC Senior Officials.
In addition, PL Department ensures effective liaison between various
ADOC departments and SPC/ ADNOC for ongoing tenders, arranging
and supervising the in-house tender committee meetings andcommunicating with ADOC departments for updates in tendering
guidelines and regulations. As a part of new improvements in 2018,
the In Country Value (ICV) improvement plan was launched.
Conclusion
I look forward to ADOC’s future of smooth and safe operations
along with increased production. In accordance with ADOC’s
contributions towards the welfare of both Abu Dhabi society and
ADOC staff, I will remain committed to exert my best efforts incarrying out my job in a highly proficient and efficient manner.

2013

Intensive efforts exerted on the Hail Field, locatedadjacent to ADOC’s existing operating fields
and for expansion of existing facilities.

2014

Various HSE studies were carried out for the Hail Field
Development activities, including a 3D Seismic activity,
Dredging and Island Construction and Surface Facility
Development as part of the HSEIA Phase 1, 2 and 3 studies.

2017

Early Production from Hail field was achieved in November

2018

Hail Field production volume increased by 1.5 times from 2017.

2012

On 3rd February, ADOC successfully signed a new Concession
Agreement with Abu Dhabi Supreme Petroleum Council tocontinue production of oil from the existing three oil fields,
namely Mubarraz, AR and GA oil fields after the expiry of
the current Concession Agreement on 6th December, 2012,
for a period of 30 years together with the developmentof the Hail Field which is adjacent to Mubarraz Island.

2013

A second rig NDF (Noble Dick Favor) was hired andcommenced operation since 30th November 2013, inorder to increase oil production and recovery.

2016

Completed the dredging and reclamation works of the new
artificial island and subsequently drilling activities begun.
Technical studies - drilling HSEIA (Phases 1, 2 &3) and Surface
Facility Development (HSEIA Phase 2) were completed.

2018

ADOC completed 50 years of operations

ADOC 2018 SUSTAINABILITY REPORTOURCOMMITMENTSAND
ENGAGEMENTS

CHAPTER ONE
INTRODUCTION

16

Stakeholder engagement is not
only an important aspect of thecorporate reporting cycle, butalso a mode of connecting anorganisation’s business strategy anddemonstrate how a company is
responsive to the legitimate needs
and concerns of stakeholders.
To sustain in today’s challenging
business environment, regularinteraction with important
stakeholder groups is key.
In ADOC, we have identified
the key stakeholders andstakeholder groups focusing on
the following two dimensions:• The stakeholder’sinfluence on ADOC
• The stakeholder’s
dependence on ADOC.
This year, ADOC has undertaken
additional engagement withboth internal as well as external
stakeholders as a part of themateriality assessment exercise.
We will continue to further
strengthen the stakeholder
engagement process by providing
feedback to the stakeholder groups
and resolve their concerns.
Our key internal assets are ourEmirati staff. In 2018, we also
held extensive consultations
with our Nationals to cater totheir expectations and haverobust action plans in place
for their career progression.

ADOC 2018 SUSTAINABILITY REPORT

17

18

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTCORPORATE GOVERNANCE
The Board of Directors has the direct responsibility of governance in
ADOC. Resolution of legal and regulatory issues and items in the Articles ofIncorporation comes under the purview of the Board of Directors. The Board
also establishes management policy and supervises appointed directors.
Regulations governing the Board of Directors stipulate that, in principle, meetings are to
be held every quarter, and that extraordinary meetings are to be held when necessary.
During meetings, directors make decisions on important organisational-related mattersand examine progress on business initiatives and measures for resolving problems.
ADOC is under the umbrella of SPC / ADNOC and governed by theconcession agreement. All legal stipulations issued by Federal and Abu Dhabi
government are communicated to ADOC through SPC and ADNOC.
ADOC is under the jurisdiction of the SPC instructions. SPC and ADNOC
communicate all requests in writing to the ADOC General Manager.

ADOC Stakeholders & Engagement Mechanisms
Within ADOC, we define ‘stakeholder’ as any person or group of people that may
be affected positively or negatively by the aspects of ADOC operation and who havean interest in or have an influence on our activities. We engage with our stakeholder
groups in a variety of formal and informal settings every day within the organisation.
Below we have identified our key stakeholder group and how we respond toeach of them effectively on the sustainability challenges and opportunities.

Our shareholders arealways kept informed
about our performanceagainst targets throughregular meetings.

We encourage open
dialogue with our
employees. Employees arefree to discuss any personal/professional issues with
their line manager and
our AD department.

We are aware of ourobligation to conduct ourselvesin a responsible manner.
We continue to engage ininitiatives which promote social
responsibility such as donations
and fundraising programmes.

We have open dialogues
with all our vendors at
all times. The information
received is analysed, andany concerns noted andaddressed by the company.

Shareholders

Employees

Communities

Suppliers & Vendors

Customers

Academic Institutes

Regulatory
AuthoritiesMedia

As our customers
are in Japan, our head
office in Tokyo mainly
engages with them.

We actively participate
in career fairs and otherpromotional activities
in various universities
and technical institutions
offering job opportunities
to candidates selected
through this process.

Our GL departmentcommunicates regularly withthe regulatory bodies to ensure
ADOC is compliant with all
relevant laws and regulations at
all times. The GL department
makes sure that the articles of
the Concession Agreement are
met in a timely manner ensuring
governmental expectations
are always met. We provide
prompt responses to all received
regulator queries ensuring
operations remain compliant,safe and reliable at all times.

ADOC engages in media
dialogue as and whenrequired. We routinely
publish our technicalactivities after verifyingthat the contents are incompliance with ADNOC’s
respective guidelines.

The PL department receives all requests and distributes them to the relevant departments
for their action; each department is a custodian of all relevant laws and regulations. Any
potential issues that may arise are addressed in the weekly departmental managers’ meetings.

Membership
GROUPSDESCRIPTIONInternational Associationof Oil and Gas
Producers (IOGP)The International Association of Oil & Gas
Producers (IOGP) is a unique global forum inwhich members identify and share best practices
to achieve improvements in every aspect ofhealth, safety, the environment, security, social
responsibility, engineering and operations. ADOC
reports IOGP Environment and Safety data
every year to ADNOC for reporting to IOGP.

19

ADOC 2018 SUSTAINABILITY REPORTOUR EMPLOYEESOur HR and AD departments are
responsible to provide training
and development opportunities,
a healthy work environment,
fair and generous benefits andcompensation structures.

CHAPTER TWOPEOPLE

20

In ADOC, we believe that goodquality people are responsible
for the success of the company.
Manpower planning is critical for
maintaining a highly functional
workforce. This year, in line withour business plan needs, there wasa reduction in workforce from theprevious year. We believe that thestabilisation of our organisational
restructuring process will thereby
result in increased productions
and improved efficiencies.
We embrace the responsibility totreat our employees with respect
and provide them with rewarding asafe and healthy work environment.
We also encourage our employees
to be actively involved in HSE
related issues and we give an
HSE award on a monthly basis.
We strive to foster a company
culture, where employees arevalued and we invest in theirdevelopment so they are
empowered to share our success.

ADOC 2018 SUSTAINABILITY REPORT21

ADOC 2018 SUSTAINABILITY REPORT22

ADOC 2018 SUSTAINABILITY REPORTDISTRIBUTION
OF EMPLOYEESDistribution of Fulltime Employment

Total Training Hours/ employee
35
Training Hours/ employee

Number of employees

250
200
150
100
50

30
25
20
15
10
5

0
2014

2015

2016

2017

0

2018

2014

We understand that a highly skilled and motivated workforce is
key to any Company’s success. ADOC recognises the value ofthe benefits that we provide beyond wages. Our comprehensive
benefits package for full-time employees includes life insurance,
healthcare insurance, disability coverage, parental leave, study
leave, retirement provision and education assistance.
We implement strict policies addressing the issues related
to discrimination, forced labour, or child labour. We
have been able to attract global talent from around theworld improving our diversity skills. The breakdown of
employees by region of origin for 2018 is shown below.

Percentage breakdown of employees by origin
4.9%

0.5%

Non GCC Mena

32.6%
Emirati

2.7%
N&S America,
Europe& Australia

Rest of Africa

EMPLOYEEORIGINOur workforce reflects different ethnicities, cultures and diversity.
We believe this diversity helps as a source of innovation andcreativity. In our day to day activities, we come across a diversity ofopinions, which may be a result of a variety of ethnic and cultural
backgrounds, improves the way we work together every day.
We are committed to recruiting, retaining and developing
diverse talent within the workplace. This commitment is
critical to developing a ‘multinational’ culture within ADOC.
The above graph further demonstrates our commitment
towards achieving increased employee diversity.

59.2%

3. Training requirements
are identified and alist of behavioural skill
courses formulated

feedback is obtained on
the various individuals’
performance levels

2. Gaps needed
are assessed
and reviewed

Training and Development
Through training, we elevate our employees’ abilities by providing
supportive learning opportunities. Training programmes allows tostrengthen skills that employees need to improve upon. Ongoingtraining results in better staff retention by keeping them motivatedat all times. We offer a wide variety of training opportunities
and programmes assisting employees with strengthening
their technical and non-technical skills. Our programmes areespecially designed to suit different roles in the company.
To achieve this, an Annual Training Plan is prepared by training coordinators, based on a Training Needs Analysis exercise. The training
needs analysis is a five-step process which consists of the following:Rest of Asia

1. Constructive

2015

We review the training plan year on year and make improvements
to increase the efficiency of the programmes, i.e. abridging
courses/ combining topics, thereby reducing the total training
costs/ employee, however still providing the required training. Our
reduction in training hours/ per employee is also a reflection of
our strong recruitment process, i.e. we hire professionals with theright level of skill sets required and strong employee retention
that results in staff having the appropriate level of experiencethrough career progression. In 2018, we maintained the samehours of training as the previous year, only with slight increase.

2016

2017

2018

5. A training schedule
is drafted and sharedwith all departments.

4. The training courses

are prioritised based on
the maximum numberof requirements fora particular skill.

23

24

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTETHICS
Whistle blowing policy
and procedures
Set and Implement
Effective Internal
Control System
including Whistle
Blowing policy

EnhancementofCompliances

Fulfilment of Social
Responsibilities

High
Reputation in
the Society

Code of conduct
ADOC’s code of Conduct principles are illustrated below:

To reach our goal of creating safe and stable operations, we collaborate with our employees
and suppliers to create transparent partnerships and ensure that our counterparts aretreated with respect and dignity. Employees and contractors are bound by principles laid out
in the Code of Conduct. The Code of Conduct sets out the initiatives outlined in ADOC’s
corporate vision with “our ethics” being a key parameter adopted by all ADOC employees.
ADOC believes that for a company to obtain higher corporate value, it iscritical for people in that company to adhere to corporate ethics. In this regard,
ADOC has set up "Corporate Principles of ADOC", "ADOC Corporate Ethics
Regulations" and "ADOC Code of Conduct" is for that purpose and it is our
responsibility to act in conforming with these principles and regulations.
For the purpose of further enhancement of compliance system of the Abu Dhabi Field
Office of ADOC, Abu Dhabi Field Office Whistle Blowing Policy and Procedures wereenacted on 1st April 2017 by encouraging internal persons to report any frauds or unethicalmatters of which they are aware or become aware of, providing a confidential means ofreporting such matters, and protecting individual who reported such matters in good faith.

SocialResponsibility

Corporate Principlesof the Abu Dhabi
Oil Group

Abu Dhabi OilGroup Corporate
Ethics Regulations

2

CODE
OF CONDUCT

Value ouremployees

ADOC Principles and Regulations Related to ComplianceCorporate
Integrity

Trust from customers, trade
partners, banks/ investors
Recruitment of excellent people
Good corporate brand image

Conflicts of interest within ADOC are
prevented through our Code of Conduct
which prohibits any employees’ associatesfrom engaging in activities with the potential
to jeopardise our integrity. Transactions withour competitors or other acts that conflictwith the interests of ADOC are strictly
prohibited.

Within our Code of Conduct ethos, Human
Rights issues are of paramount importance.
At ADOC, we respect all who we interact
with while supporting the principles
and spirit of the Universal Declarationof Human Rights, which was adopted
by the United Nations (UN) in 1948.

Rewards for shareholders
Rewards for employees

Taking care of global
environment3

Human rights
HigherCorporate
Value

Satisfaction of
our customer andshareholders

Abu Dhabi Oil Group
Code of Conduct

Conflicts of interest
Whistle Blowing Policy & Procedures

Safe, reliable
operations

Emiratisation
The UAE had launched its Emiratisation
drive to create more job opportunities

for Emirati men and women - mainly inthe private sector. Federal Law No. 8 of
1980, also known as the Labour Law, statesthat the Ministry of Human Resources
and Emiratisation (MoHRE) will have a
special department dedicated to finding
adequate job opportunities for nationals.
The department must assist employers
in fulfilling their need of national workers
whenever needed. In realisation that
Emiratisation is the top priority of the
UAE Government, ADOC’s Emiratisation
Programme is in line with the directivesof the UAE Government and SPC/ADNOC’s requirements. The programmeaims to ensure that our Emirati employees
grow within an attractive working
environment. The programme is especiallydesigned to improve skills, competencies,and enhance career progression.
In order to enhance the employability
and development of the UAE Nationals
within ADOC’s existing workforce,the HR department has implemented
initiatives such as annual recruiting

plans and a Competency Based Training
Programme (CBTP) for both technicaland non-technical fields. The CBTP
has been providing substantial benefits
to the development of the trainees'
knowledge, skills and performance.
At the end of 2018, about 33% of ourworkforce was Emiratis. As compared
to 2017, a 4% increase in the numberof Emiratis is reflective of ADOC’s
increased efforts towards Emiratization.
ADOC is taking part in various
career fairs and exhibitions in orderto showcase ADOC as a company
and also to attract national talent.
In 2018, the Emirati workforce within
ADOC has been extensively engaged tounderstand the different issues faced bythem. As a result of the consultation, a
five-year manpower intake plan as wellas an Action Plan is being formulated
to achieve the desired outcome fromthe Emiratisation programme.

25

26

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORT

Developing Emirati Nationals

Community Investment

Mr. Ebraheem Al Zaabi
Designation : Human Resources& Development Manager
Has been an ADNOC staff for 34
years and was seconded in ADOC
10 years back. His role has been
instrumental in the intake andupkeep of UAE Nationals in ADOC.

ADOC is unique from the perspective that a Japanesebusiness is operating within the UAE territory. In ADOC,
while HR department looks after the Emiratisation,
Administration Department is in-charge of recruitment.

ADOC SNAPSHOT-SHARING EXPERIENCE

The focus on Emiratisation started 10 years back. There
were clear directives from ADNOC and SPC to increase
number of Emiratis in ADOC, especially in Technical sideand provide appropriate training to them. Prior to that, therecruitment of Emirati Nationals was not focussed on any
set criteria for evaluating technical strengths and abilities.

Competency Based Training Programme(CBTP) for UAE Nationals
ADOC has developed a strategic business objective inplace to implement a CBTP to ensure that the organization
remains competitive in the global energy industry.
The CBTP drives continuous improvement to support
ADOC’s competency goals with regard to:• Business competencies.
• Health, Safety and Environment (HSE) competencies.
• Personal and Behavioural competencies.
• Job-Specific competencies.

Over the years, various steps have been undertaken
to strengthen the process of Emirati intake.
• The first step was to promote ADOC as anorganisation to attract the UAE Nationals.
• Secondly, policies were formulated to create uniformity
with ADNOC with respect to salaries and other benefits.

The System is implemented through the CBTP, astructured training programme, which is utilized bypersonnel as a guide to attaining the competencies
required to fulfil their current role within the company.

• For training and competency building, the CBT
programme was launched. This is not a time boundprogramme and aimed in improving the knowledge
and competence of the Emirati Nationals.

The CBTP is based on ADOC’s core competencies which
are Business, HSE, Personal and Behavioural, and JobSpecific competencies. The CBTP contains specific details
concerning the competencies required for each job role.
Learning and development activities are specified in the
CBTP to ensure that personnel attain the competencies
required for the specific job role that they fill. In 2018
we had six trainees working on the CBT program.

• Study leave programme – high achievers fromHigher College of Technology (HCT) are recruitedwhile studying, with the commitment that after thecompletion of graduation, they will join ADOC.
Going forward, in 2019, we plan to roll out the
five-year manpower plan for UAE Nationals. The
plan will include the following action items:• Setting up an individual yearly plan and a joint agreement
between the UAE National staff and their Supervisor;• Interview with UAE Nationals and theirMentors by HR Department;• Establishment of Emiratisation Committee;• Establishment of “Future Career Path andProgression Plan” for UAE Nationals;• Assignment of UAE Nationals in managerial
positions and Internal Job rotations; and• Recruitment of UAE Nationals.
The yearly intake plan requires 4 UAE Nationals/ year,
however, last year three Emirati Nationals were recruited.
HR Department representatives have had face toface meetings with all UAE Nationals (both offshore
and onshore) to learn about the expectations
and concerns (if any) of the Emiratis.
As discussed above, in line with the five-year manpowerplan, future career path and progression plan will be ofprime focus to retain the UAE Nationals. UAE workforce
is keen towards occupying managerial positions; therefore,
individual training programmes will be in place, followed by
performance reviews (every six months) and appraisal.
Communication is a key issue between Emiratis andJapanese. Therefore, the Japanese Language Teaching
Programme (JLTP) programme is instrumental in bridging any
gap. It is vital to adopt each other’s cultures (Japanese andEmirati) in order to perform successfully and in harmony.”

OUR COMMUNITY
Five-Year Manpower Plan for UAE Nationals (2019-2023)
2018

2019

2020

2021

2022

Total Emiratization Percentage

33%

35,2%

40,4%

42,8%

43,4%

Number of Recruitment of
UAE Nationals (Plan)

4

4

4

2

2

Supporting our nearby communities is our commitment
as ADOC. We continue to have no disputes with local
communities in proximity to our operations in the UAE.
Valuing the importance of the society around our operations,
we continue to engage and invest in our local communities.
We do so by operating ethically and responsibly.

ADOC SNAPSHOT-SHARING EXPERIENCE
Japanese Language Teaching Programme (JLTP)
in Applied Technology High School (ATHS)
Our cultural activities focus on the development of
the young generation of Abu Dhabi by participating in
the educational programmes of some of Abu Dhabi’s
esteemed educational organisations, namely ATHS.
The objective of the JLTP is to target students
with a technical background in Abu Dhabi
to teach them the Japanese language and to
introduce the Japanese culture to them.
Two female and one male Japanese teachers are teaching
the Japanese language to grades 9, 10, 11 and 12 boys
and girls, three days per week, after school hours.
Every year, ATHS grade 10 students participate in a twoweek Summer Camp at Ritsumeikan Uji High School in
Kyoto, Japan to witness life in Japan from an educational,
cultural, professional and technological aspect, and interact
with Japanese high school students on a daily basis.
Since 2012, five terms are completed as a part of the
JLTP at the ATHS, with 57 male students and 36 female
students attending the programme during this period.
We hope that in the future UAE students will further
strengthen the bilateral relations between the UAE
and Japan based on their profound understanding of
the Japanese language, culture and through their closeinteraction in the areas of science and technology.

27

ADOC 2018 SUSTAINABILITY REPORTOur environmental stewardshipis underpinned by precautionary
principle regarding theconsumption of water andenergy, and the avoidance of air
emissions, waste and spills.

CHAPTER THREE
PLANET

28

The environmental issues ofgreatest direct significance to
ADOC arise from the inherent
nature of our production
processes which results in air
emissions, Green House Gas(GHG) emissions, flaring, andwater/wastewater generation.
In addition to these key focus
areas, we also manage otherenvironmental issues associatedwith our operations which include
waste management, biodiversity
protection, spill prevention,
environmental awareness andresource conservation.

We continue to act
to minimise carbon
emissions from ouroperations in line withour corporate KPIs.

ADOC 2018 SUSTAINABILITY REPORT29

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTENERGYMANAGEMENT OFENVIRONMENTAL ASPECTS

Our energy requirements are met through both direct andAs part of our commitment to the environment we havevarious on-going programmes to ensure our activities
result in minimal harm to the environment. One suchinitiative is the Mubarraz Cleaning campaign.

We have been successful in meeting most of the targets,however, unfortunately, due to a spill event occurring at ourfacilities, we were unable to meet our ‘zero spill’ target in 2018.

Since July 2012 ADOC has been running a voluntary activity toclean our main production site in Mubarraz Island. Till the end of
2018, we have completed such 299 campaigns. All staff (senior,junior, contractors etc.) from across our offices (Tokyo, Abu Dhabietc.) have been involved in this campaign. This initiative resulted
in the following HSE, sustainability and energy use benefits:

Following the incident, we have taken all necessary
corrective actions to control the incident and prevent any
such occurrences in the future. We are environmentallyaware and aim to comply with all UAE environmental
legislation, while also complying with all ADNOC COPs.
ADOC is committed towards proactive environmental
management and staff engagement. On one hand we incorporate
environmental considerations into our projects, on the other hand
we also implement in-house green initiatives to manage our energy,
waste, water and other environmental issues for existing operators.

• Cost efficiency;• Environment preservation;• Waste collection; and• Waste prevention.
This Cleaning Campaign will be ongoing to improve theenvironmental and sustainability performance at Mubarraz Island. It
is encouraged by the company management. In 2018, no instance of
non-compliance with environmental legislation was recorded.

indirect energy consumptions in our operations. Direct energy
requirements are generated internally while our indirectenergy requirements are fulfilled by the external source Abu Dhabi Water and Electricity Authority (ADWEA).
We are committed to sustainable and renewable energy usage
and we have incorporated ADNOC’s energy management
initiatives into our business. We reduce gas losses through regular
maintenance, gas recovery and minimal flaring. The climate in
Abu Dhabi is an excellent means of sustainable power generationand enables us to maximise our energy generation, reducing
costs and increasing the amount of product recovered.
In 2018, 31 GJ of renewable energy was generated byutilising solar power. The following graph shows our direct
and indirect consumption for the years 2014 – 2018.

Direct Energy Consumption

31

Graphs from 2014 through to 2018 shows a stable trend in our
direct energy consumption. Slight increases in consumption noted in2015 and 2017 due to the increased number of projects in Mubarraz
and Hail field development, respectively. The consumption of directenergy decreased by about 5% in 2016, as compared to 2015.
Despite a significant increase in activities, 2017 showeda marginal increase of direct energy consumption of 3%.
This is attributed to the energy management initiatives
undertaken by ADOC. Despite both activities, we havebeen able to retain the similar values in the year 2018.

Climate Change
At ADOC, one of our key goals is energy efficiency throughcontinuous improvement. ADOC energy management system
incorporates measures to promote energy efficiency. We havetaken steps to increase operational efficiency and reduce ouroverall operational Green House Gas (GHG) emissions.

ADOC SNAPSHOT-SHARING EXPERIENCE
Energy Conservation in ADOC

35

ADOC has established an Energy Management System basedon the requirements of the international standards of ISO
50001:2011. This is for managing its facilities through applicationof the ISO management system in a consistent manner.

30
25(in 106 GJ)

In ADOC, we have a culture and policies that make us mindful ofthe scarcity of natural resources on which we all depend. We havedeveloped robust 2018 HSE targets and objectives and closely
examined these targets and objectives throughout the year.

20

In 2014, ADOC started to initiate implementation (Phase 1)
of our Energy Management System Manual and Procedures
throughout the company. In 2015, ADOC conducted Energy
Management System awareness and Internal Auditor training to
all key personnel involved in internal and external audits.

15
10
5
0
2014

2015

2016

2017

2018

Indirect Energy Consumption

In October 2015, the ‘Energy Policy’ and ‘Energy Team’ were
established and approved by our General Manager. On 9 July
2016, ADOC received the ISO 50001 certificate, which is valid till
July 2019. In 2018, we carried out energy review meetings, internal
audits, awareness sessions and the second surveillance audit.
Future plan is to conduct the re-certification audit for ISO 50001: 2011 from third party and parallelly plan for the transition fromISO 50001 : 2011 (for which ADOC is certified) to ISO 50001: 2018 (new standard) in 2019.

20

15(in 106 GJ)

30March 2018
Energy Review
Meeting
EnMS Lead
Auditor Training

10

5

0
2014

2015

2016

2017

2018

April 2018
ADOC
Management
Review for EnMS
SecondSurveillance Audit

November 2018
Two EnMS
Awarness Training
Sessions in
Mubarraz Island

32

ADOC 2018 SUSTAINABILITY REPORTGHG EMISSIONSThe Graph below depicts the trend of GHG emissions over a five-year period –2014 to 2018. In 2015 and 2016, we witnessed an increase in our GHG emissionsof about 10% compared to 2014. This was as a result of flaring in the Mubarraz
Field. We were, however, able to control the flaring emissions resulting in a 2%
decrease in 2017 (vs. 2016 figures) and a further 3% decrease in 2018.

GHG Emissions(CO2 equivalents in 103)

Our direct GHG emissions data includes annual emissions of CO2 andCH4 from our power generation, combustion processes and flaring. The
values were computed by converting to tonnes of CO2 equivalent values
based on the ‘Methods for Estimating Atmospheric Emissions from E&P
Operations – Report No. 2.59197, September 1994, E&P Forum).

300
250
200
150

Ozone depleting Substances

100

Zero emissions of Ozone-depleting substances from our sites in the year
2018. ADOC has retrofitted air-conditioning units by converting Ozonedepleting compounds (HCFCs) to Ozone friendly compounds (HFC).

50
0
2014

2015

2016

2017

6000

300
250
200

In 2016 we saw a significant increase in gas flared due to the unexpectedflaring at Mubarraz Field. This was however tackled efficiently in 2017
and therefore there was a steep decline noted in the flared gas
volumes which remained in the same range in the year 2018.

150
100
50
0
2017

2018

4847
3635

4000
2000
0

Reduction in device count• Centralized Print Management and advanced
document capture and workflow.

40

35

30

• Maximized the productivity, Reduced the costs
and increased document Security.

1920• Protect documents from unauthorized access,Authorize users at
printers via Identity card, username/password or combination of both.
• Monitor the who, what, and when every print,
copy, and scan action was undertaken.

100Device utilization(Average number of prints)
6000
4343

We also record other air emissions resulting from other operational activities such as
the utilisation of recovered gas for power generation. Carbon dioxide (CO2), Nitrogen
Oxides (NOx), Sulphur Oxides (SOx), Volatile Organic Compounds (VOC), andMethane are monitored on a yearly basis, due to their contributions to the phenomena
known as Global Warming Potential (GWP) and their detrimental health effects.

WASTE MANAGEMENT
Effective waste management can not only be beneficial to the business by saving
money, but also be beneficial to the environment at the same time. ADOC adheres
to legal obligations to effectively manage and dispose of its waste. We understandthe importance of disposing waste in a responsible, safe and ethical manner.

5610

2000
0

Printer count

350

2016

In 2018, AD-IT Implemented Safe Q PMS in Abu Dhabi Main officesite through which we studied the printer usage and optimized thenumber of printers by 45.72 %. We analyzed every print, copy, andscan and applied a set of rules that made us optimize the printersand reduce the usage of paper and energy for operating theprinters. The following are the key highlights of the programme:

FLARE MANAGEMENT
In line with ADNOC’s zero flaring strategy, ADOC conducts non-routine flaring
in particular events such as emergency, shut down and start-up operations
only and continuous flaring is not undertaken in ADOC. Despite the new
Hail Field operation, we remained committed towards flare management. The
total volume of flared hydrocarbon for the year 2018 is 150 Million Standard
Cubic Feet per Year (MMSCFY). The following graph shows a comparative
analysis of our flaring patterns in our sites during the period 2014-2018.

2015(in 1000's)

4000(Value in MMSCFY)

33

Volume of prints / papers
ADOC PMS Print Management Solution (PMS)2018

Flared gas volume

2014

ADOC 2018 SUSTAINABILITY REPORT

300000User to device ratio

2500002020000015150000

10

15,5
9

5

100000050000
0Until September 2018
Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

After September 20182018

101100 gallons
of water saved

6 trees saved

34

ADOC 2018 SUSTAINABILITY REPORT

Kitchen/ food wastes,
Office waste, Pet bottles

Incineration at Mubarraz and CFP;
Incineration ash sent to BeAAT

Other non-hazardous Wastes
from Mubarraz and CFP

Removed using CWM-approved
Environment Service Provider (ESP)

Hazardous Waste from
Mubarraz and CFP

ADOC 2018 SUSTAINABILITY REPORTHAZARDOUS &NON HAZARDOUS WASTE
Wastes (hazardous and non-hazardous) are generated as a result of ADOC’soperations in Abu Dhabi city, Mussafah, CFP, Mubarraz Island and Hail Site
Terminal. Our waste management systems are in line with ADNOC’s COPs andFederal Regulations of the Emirate of Abu Dhabi. The table below details thedifferent types of hazardous and non-hazardous wastes generated in ADOC.

Types of Hazardous and Non-hazardous wastes generated in ADOC
Hazardous
Empty chemical containers, Asphaltene,
Petroleum Hydro Carbon (PHC)
sludge, Waste Oil, Grit Blast & Swarf,
Tube Light, Incinerator Bottom Ash,Contaminated cotton Rags, Used Filter,
Waste Oil, Paint Residues, used batteries,
lab chemicals, contaminated metal
sheets and barrels, asbestos, etc.

Non-Hazardous
Food/kitchen waste
Packaging (bottles, glass, Polyethylene
Terephthalate bottles, etc.)
Metals and metallic sheets
Wood waste (wooden pallets,
hardboard plywood)
Office Waste

Waste Disposal Methods
Sent to BeAAT

Non-hazardous wastes
from Abu Dhabi Office

Removed using CWM-approved
Environment Service Provider (ESP)

Medical Waste from all assets

In 2018, the quantities of hazardous wastes sent to Central Environment
Protection Facility (BeAAT) was 522 tonnes. 722 tonnes of non-hazardous
wastes were generated at ADOC sites. The amount of non-hazardous wastes
generated varies depending on the manpower present in Mubarraz. The disposal
mechanisms are currently being used for the different type of wastes.
Data has been collected for the hazardous wastes over the last five-year
period. Per the graphical representation to the left, there have been significant
variations in the data reported for the hazardous wastes being sent fromour facilities. Compared to 2016, hazardous waste sent in 2017 increased byapproximately 75%. Hail Commissioning and operation in 2017 resulted inincreased waste quantities that subsequently declined in 2018 by 12%).

SpillsOne onshore spill incident (approximately 158 barrels of crudeoil) was recorded in 2018. Spill management and recovery
are part of ADOC’s emergency response plans.
As a part of the spill management measures, the top floating oil wasrecovered and pumped back to the system. The contaminated soil was
removed and collected in steel drums and disposed appropriately.

Removed using CWM-approved
Environment Service Provider (ESP)35

The top soil was replaced with fresh soil. A detailed investigation
report was prepared, action plan formulated, and awareness sessions
were carried out to prevent the reoccurrence of such events.

Ensure Zero Oil Spill When De-Oiling SPM
Hoses for Hose Replacement Job
In 2018, ADOC carried out SPM Hose Replacement Job as part of
the routine SPM maintenance plan. In order to start replacement of
SPM hoses it is needed to remove the oil inside the line and that isundertaken by flushing back the oil line using a vessel main pump.

Hazardous Waste
sent to BeAAT (tonnes)
800
700
600
500

Approximately 430 barrels of oil was in the line andthis was pumped out at the rate of ten times of its
quantity by sending back to Mubarraz shore tank.

400

During this job we innovated to ensure there was no oil spill
while disconnecting the hoses. We adopted a simple mechanism
to completely remove the oil residue in the subsea hose. We
successfully achieved our aim for zero oil spill during hose
replacement and will continue to innovate our existing methods
in our future works without compromising on safety.

100

300
200

0
2014

2015

2016

2017

2018

2017

2018

Water withdrawal(Value in 103 cubic meters)
1800

WATER & EFFLUENTS

1600
1400
1200

Water withdrawal

1000

ADOC’s conservation principles adopt the approach of minimisingwater usage wherever possible. The following graphs show thequantities of water withdrawal for the years 2014-2018.

800

There is an increasing trend noted in the water withdrawal pattern since 2014. The
increase has been due to maintenance activities in the worker camps and increase in
number of personnel in Mubarraz Island. Compared to 2017, water consumption has
increased by 7% in 2018 due to the steep rise in manpower in the Mubarraz island.

600
400
200
0
2014

2015

2016

36

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORT

Disposal pit on land

SlurryCRI Unit

Water discharges

Slurry Process unitx3

In 2018, ADOC discharged 1,224,050 m3
of water (generated as a result of reverse
osmosis desalination) into the sea.

WD

DumpedMud

To CRI Well

CRI
Level down
SwitchISO pump

300bbl tankCuttings

WD Injection
pump

CRI Injection pump

Back up line

The Mubarraz Sewage Treatment
Plant (STP) successfully completed
its modification and commissioningin 2017. It is operational since August
2017. In addition, installation of new
CFP was in progress in 2018.

sea
CCB(CleanCut Cutting Blower)

ShakerAuger
Compressor

RigBlack/Gray water line
Mud dump line
Cutting line

Black/Gray water> Water Disposal Well (WD)Cutting> Cuttings Reinjection (CRI) Well

Zero Discharge for offshore
Rig Operation in Hail Field

injected to the formation. Thereafter, all waste
water from rig is injected to the formation.

Hail field is designated as a Marine Protected
Area (MPA) and UNESCO Biosphere Reserveand therefore any discharge to this area is strictly
prohibited. The zero discharge operations canbe achieved while drilling five production wells
by offshore rig in the MPA. Firstly, all cuttings are

Thirdly, all cement returns are sent to anotherarea or injected into the annulus for top up
cementing. As the result of this process, there
is no need to dispose any material in the Hailfield and the zero-discharge operation may becontinued till the end of drilling campaign in Hail

Designation: Drilling Engineer,
Drilling Group
Joined 2015, October; Involved in different
offshore activities including the ‘Zero
Discharge at Hail Field’ Project.
During my tenure in ADOC, I have been working on Drilling
Engineering – 2 rigs – Dhabi 2 (Mubarraz) and B-152 (HailField). I have had the opportunity to work both in Abu Dhabi
office as well as offshore. Personally, I find offshore experiences
to be more exciting, due to its on-the-ground practical nature.
The Hail field is within the Marawah Protected Area which is rich inbiodiversity and supported by marine and coastal environments. No
discharges of any sort are permitted within the protected area.

BIODIVERSITY
We understand the importance of biodiversity and actively
engage in conservation of our environment. Environmental
conservation is a crucial part of our sustainability goals. We
believe that for us to develop and operate our oil fields in a
responsible manner, there should always be a balance between
development and environmental conservation. Preserving sensitive
habitats and protecting endangered species are an importantpart of this. We have committed ourselves to conservationof natural resources, ecosystems, wildlife and their habitats.

Mangrove plantation
Since 1983 ADOC has committed itself to the Mangrove Plantation
Campaign on the Mubarraz Island. The plantation is an essential
part of the preservation of Mubarraz Island’s ecosystem. Mangroves
provide a buffer system between land and the sea and thus assist
in stabilizing these sensitive areas and maintain water quality.
A steady growth has been observed in the mangrove coveragedue to proper planning, installation of a nursery, site selection, andsite preparation. Our personnel have been involved in continuous
surveillance, use of protection measures, and monitoring, using
modern technologies. The campaign has improved the environment
for small thalassic creatures such as shrimps and crabs. The islandis also a haven for numerous migratory birds. A total of 17,949
saplings were transplanted in the months of February and March2018. We plan to transplant a further approximately 20,000
saplings in 2019. From the year 2005 to the end of 2018, ADOC
has planted a total of 497,557 saplings in the Mubarraz Island.

Coral preservation

Zero Discharge at Hail Field
Mr. Masahiro Takaki

37

In the Hail field development project, two appraisal wells and eightdevelopment wells were planned. There was one water disposal
well for grey water and black water and one cutting re-injection
well for reinjection of the drill fluids and cuttings. The drill cuttings
and fluid are first transferred to land prior to re-injection.
Cuttings Reinjection (CRI) Operation, a Schlumberger developed
system, was located on HST to transform the cuttings to slurry.
Then, this slurry is pumped back to cuttings re-injection well.
Due to the environmental sensitivity of the area, this process was
adopted for the first time in ADOC. This could be achieved throughthe technical expertise of the international consultants and a
specialist supervisor. The project success could also be attributed toappropriate briefing of team members, the use of right equipment
team and co-operation between all teams in HST. This could beachieved successfully without any HSE issues or other constraints;
no shutdown or other downtime recorded during the process.”

Coral reefs provide numerous ecosystem services such as fisheries
and shoreline protection from the damaging effects of wave action andprovide habitats and shelter for many marine organisms. Coral reefs
whilst offering these ecosystem services are sensitive to varying watertemperatures. ADOC has been involved in investigating the possibilityof propagating coral at Mubarraz from as early as 2008. During theperiod February 2018 – April 2018, monitoring of coral and seagrass
was carried out with the help of internal resources. ADOC is planningto conduct exploratory dives in Mubarraz Island, using locally based
subject matter experts to identify the future scope for the coral
preservation and propagation potential considering the changes in
the average weather patterns in the region due to climate change.

including stabilising the sea bottom, maintaining water quality
and providing food and habitat for other marine organisms.
The ‘Sea grass propagation Project’ was commenced in June2007 by ADOC. The project included surveys of conditions ofsea grass vegetation surrounding the Mubarraz Island followedby the selection of transplantable water areas and expanding
the sea grass populations by means of transplantation andproliferation. Our Japanese specialists implemented newtechnology to develop and enhance the growth of marine
biota which indirectly helps maintain the marine food chain to
aid the expansion of the marine habitat. Mattresses with chainswere installed in 2014 in a bid to further propagate the sea
grass in the area. The mattresses add a solid ground for growth
and are securely held in place with the addition of chains. We
continue to monitor the progress of sea grass propagation.
Similar to the coral reefs, monitoring of sea grass occurred in
February 2017 with Taisei and in 2018 with internal resources.
ADOC plans to analyse available satellite imagery (>30 years)
to map and evaluate short-term (year-to-year) variability andlong-term (decadal) trends in seagrass distribution on Mubarraz
Shoal. Ground-truthing of seagrass mapping will be undertaken
through a semi-intensive field program of spot-checks.
In addition, a seagrass seed bank assessment shall be conductedacross Mubarraz shoal by seed density analysis to evaluate theresilience of the seagrass beds to recover from disturbances.

Osprey preservation
We have been continuously carrying out monitoring andpreservation of the Osprey inhabiting Mubarraz Island since theyear 2005. To further enhance the growth of the inhabiting Osprey,
21 artificial osprey nests were installed around Mubarraz and AR
Site Terminal Islands where these nests are periodically monitored.
The average number of monthly osprey sightings in 2018 was 25.
The graph above shows the trend in osprey monitoringin ADOC. Over the last five years, there has been
continued focus in the monitoring of ospreys.

Osprey Monitoring
1400
1200
1000
800
600

Sea grass propagation

400

Different sea grass species assist in determining the conditionof coastal ecosystems. Sea grasses are a vital part of themarine ecosystem, providing numerous ecosystem services

200
0
2014

2015

2016

2017

2018

38

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTThe Journey of Coral & Seagrass Preservation

ENVIRONMENTAL IMPACT
OF TRANSPORTATION

2007

Basic survey on seagrass vegetation (standing crop),
installation of mattress for transplantation (test transplantation)

Monitoring of seagrass fixing (on mattress) situation.

2008

Relocation of seagrass transplantation mattress (testtransplantation), monitoring. Monitoring of transplanted seagrass.

2010

Seagrass community expansion: monitoringof transplanted seagrass.

2009

Monitoring of transplanted seagrass, Relocation ofseagrass transplantation mattress (scale expansion),
Coral basic survey, Development of protection
policy, partial coverage of transplantation

Seagrass community expansion: monitoring of transplanted
seagrass. Relocation of seagrass transplantation mattress.

2011

Seagrass community expansion: monitoring of transplanted
seagrass Relocation of seagrass transplantation mattress.

Seagrass community expansion: monitoringof transplanted seagrass.

2014

2013

Seagrass community expansion: monitoringof transplanted seagrass (by ADOC)ADNOC HSE AWARD 2012
Group Company and Contract PartnershipAward (Nurturing Marine Ecosystems; Taisei
Corp. and Fuyo O. D & E through ADOC)

Installation of seagrass transplantation mattress
Relocation of seagrass transplantation mattress

Joined ADOC in 2006, have witnessed
ADOC’s completion of milestone years- 40, 45 and 50 years, development
and start production from Hail Field!
Involved in Helideck Replacement Project– attaining GCAA Approval for ADOC as
PAO (Primary Accountable Organization)

As per the regulations, any helicopter landing area must comply
with the Civil Aviation Advisory Publications (CAAP) 70 (Onshore
Heliports) and CAAP 71 (Offshore Helidecks) standards.

Coral preservation: coral monitoring.

Seagrass community expansion: monitoringof transplanted seagrass

Mr. Khurram Naveed

General Civil Aviation Authority (GCAA) issued a directive on
8th January 2015, for the implementation of helicopter landingarea regulations (CAAP 70 and 71) and Guidance Material.

2012

Japan Society of Civil Engineers Environmental Award (Relief andconservation project of coral, seagrass community in subtropicalisolated islands, Abu Dhabi Oil Co.,Ltd.,Taisei Corp. Fuyo O.D & E)

General Civil Aviation Authority (GCAA) Approval for Mubarraz Heliport

Designation: PT Officer (Transportand Logistics Group)

Coral preservation: coral monitoring.

Coral preservation: installation of Algarock. Installation of
implanting device. Installation of small pedestal & transplantation

ADOC continues to monitor emissions as a result of transportation activities suchas transport of equipment, materials and personnel. Road vehicles, helicopters, andmarine vessels are our primary transportation mechanisms. We are taking proactive
measures to reduce our footprint resulting from transportation and carry out regularpreventive maintenance of our transportation fleet to preserve their fuel efficiency.
There were no spills recorded or significant wastes generated from our vessels.

2016 - 2018

The GCAA based on their research, developed the new standards
and guiding material for heliports and helidecks. This process
has been conducted in partnership and in consultation with thecivil aviation community, a process which has been vital for thepromotion of safety in a sector where rapid growth rates continue.
The regulation mandated that by 1st January 2018, all existing
aircraft landing areas are compliant with the respective standards.

• Mubarraz, CFP and rigs (Phase 1 – priority)• Well-head towers (Phase 2)
In 2016, GCAA Audit resulted in guidance and recommendations
with respect to the standards. All procedures were prepared, gaps
were closed following gap analysis, HAZID, Engineering study.
Scope of Work (SOW) drafted, and contracts awarded. New
equipment was in place and training requirements identified.
Along with physical modifications, documentation such as
Operations Manual, SMS, ERP, etc. were developed.
Throughout the process, I was the focal point with GCAA and pointof interface with SE (Safety), PI (Maintenance) and DP (Custodianof helidecks) departments. The team was co-operative in addressing
this urgency and also regulators provided substantial support toensure smooth transition. In 2017 October audit, ADOC got thefirst PAO Approval amongst all oil and gas companies in UAE.
In every project, PT has a very important contribution,
by aiding mobilization / demobilization of equipment,
manpower – throughout the project lifecycle, therefore PT’srole is very critical. 2018 was most eventful year since power
shut down and Hail field activities were in full swing.

ENVIRONMENTAL IMPACTOF PRODUCT AND SERVICES

Monitoring of transplanted seagrass
Coral monitoring: maintenance of transplanted coral.

ADOC has one Heliport at Mubarraz Island, one (Super Complex)
CFP Helideck, two chartered rigs helidecks, and eight wellhead
tower helidecks. Based on the above order, a preliminary
action plan was developed comprising the following:

Once the crude oil is loaded onto tankers at our SPM facility
bound for Japan, ADOC responsibility comes to a close. Therefore,
this section is not applicable to ADOC’s operations.

39

ADOC 2018 SUSTAINABILITY REPORTCHAPTER FOURHEALTH & SAFETY

40

Our robust Health, Safety andEnvironment Management
System (HSEMS) ensure our
ethos of “Safety First” is instilledin the hearts and minds of allthat work for us. Our HSEMS
procedures are routinely auditedwith involvement of our HSSE
Committee and Sub-Committee
ensuring that any suggestions
or outcomes are correctly
implemented and followed up on.

ADOC 2018 SUSTAINABILITY REPORT

41

42

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTADOC’S HSEMS

Prevent incidents, eliminate or
reduce hazards and improve HSE
performance at operational sites

Ensure compliance withlegislative requirements

All areas and operational aspects at
the locations that have the potential
to affect the health and safety ofpeople or the environment

All relevant legislationand other requirements

Our HSSE Policy forms the core of the company’s strategic
objectives. The Corporate targets and Key Performance
Indicators (KPIs) are also based on these commitments. ADOC’s
sustainability targets are embedded within our HSSE targets.
All HSSE related policies are reviewed and approved by theGeneral Manager. HSSE targets are discussed at HSSE Committee
meetings and progress on achieving these targets reviewed.
In 2018, we revised our previous policy. The basic
structure of the Policy remains the same as previous
year and includes the following distinct sections:

HSSE (General)

Health, Safety& Security

Environment

Provide a platform forcontinuous improvement

All elements of HSE
Management

Key issues that are most often classified under the social sphereof sustainability is occupational health and safety and labour
relations. In ADOC, our prime focus is on the promotion of
the safety, health, and welfare of workers. Our risk management
systems will ensure we maintain a safe working environment.
Our health programmes not only focus on physical health of
our employees but as an employer we are also concernedwith our employee’s psychological and social health issues.

Safety Management Principles

HSEMS
Implementation

Routine review
of procedures
and systems

Conducting
awareness
Sessions

Promotionof Management
Systems

The new elements to the Policy content include:

Commitment to “100%HSE” – recently launched
ADNOC Campaign;

Strengthening of some ofthe sections considering
the wider picture of risk
minimisation, occupational
health and safety hazards,
process safety andsustainable business.

43

44

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORT

Safety Performance

Continuing Safe and Stable Operations

In 2016, the number of LTIs recorded for the contractors wasabove our Corporate KPI. We have undertaken root cause
analysis of such events and implemented a Safety Awarenessprogramme since May 2016 which continued through 2017and2018. The summary of our safety performance is shown below.

We assess and monitor our safety performance through several
parameters as defined in ADNOC COPs. The progress is reported
quarterly, as well as annually. We believe it is our proactive approachand implemented safety management system that works towards
reducing the likelihood of our employees being harmed at work.

Mr. Kimio Sekigami
Designation: Manager con. Head,offshore Administration Group,and offshore HSE Group
Previously 3 years as the SE Manager(2015-2018). Role since April 2018 isSuperintendent, Offshore Administration.
Present role involves the safe andstable production of crude oil andshipment of crude to customers.

Our Safety Performance Summary (2014-2018)
PARAMETER

2014

2015

2016

2017

2018

CORPORATEKPI FOR 2018

ADOC

0

0

0

0

0

0

Contractor

0

0

0

0

0

0

ADOC

0

0

0

0

0

0

Contractor

1

4

8

2

0

≤3

ADOC

0.0

0.0

0

0

0

≤ 0.0

Contractor

0.30

1.24

1.56

0.23

0.00

≤ 0.60

ADOC

0

0

0

0

0

0

Contractor

1

8

10

2

4

≤9

304

256

230

345

986

360

ORGANIZATION

Fatalities

Lost Time Injury (LTI)
Lost Time Injury
Frequency (LTIF)
Total Reportable
Injury (TRI)
Near Miss Reports
and Safety Observations‘Pointing and Calling’ Awareness
Programme
Pointing and calling is a method to join forces and toenhance a sense of oneness and community withina team by confirming our safety slogan throughpointing and saying out loud together. This is a wellknown method in Japan to enhance team spirit.
Since 2016, in ADOC, we started the implementation of‘Pointing and Calling’ after every meeting, tool-box talk andin all the gatherings. This initiative created a positive impact
on the safe work culture of ADOC. ADOC recorded
a drastic reduction in the Lost Time Injuries (LTIs).
The three main functions of ‘pointing and calling’:•T he distance between a Performer and the object

Lost Time Injury Frequency (LTIF)
ADOC

Contractor

As a part of continuous efforts, all staff members have been
reminded to concentrate on the safety of their day-to-day
activities and strive to achieve the ‘zero incident’ milestone
as the evidence of their continuous efforts. Safety lessons
from 2016 were shared and call attention meetings were
held by the GM and the SE Manager. ‘Safety Observation
Card’ system was implemented throughout our sites andrigorous HSE campaigns undertaken to increase awareness.

2
1,5
KPI Cont. <.610,5KPI ADOC <0

0
2014

2015

2016

2017

Following the eight contractor LTIs in 2016, to prevent
such incidents in future, we have strengthened ourcontractor HSE management systems and increased safety
awareness programmes among all frontline workers.

2018

As a result of these efforts, 2017 saw significant improvementin the safety performance. Unfortunately, we recorded twocontractor lost time injuries in November 2017, however the
improvement from 2016 performance was noteworthy. The
results were further reinforced in 2018 with no LTIs. We willcontinue to exert robust efforts to improve the overall injury
statistics of ADOC; in 2018 we recorded 1 Medical Treatment
Case, 3 Restricted Work Day Cases, and 5 First Aid Cases.

45

becomes closer than before by pointing at an object, it
enables Performer to focus on the slogan more carefully.

• It attracts attention by voicing.
•T he cerebrum gets activated when we
vocalize and move our hand.

Heat Stress Management
Campaign
Heat Stress Management Campaign was initiated by
the SE Department from June 2018 and continued
throughout the summer and completed in September
2018. Thermal work limits and Heat Stress Awarenessmaterials were circulated to all staffs. Heat Stress
Management inspection was carried out at contractor
camps/ worksites in August and September. Provision ofrest shelters, dehydration kits, frequent job rotation during
work, air conditioning arrangements were checked using
guided checklists as part of compliance verification.

I strongly believe that if in ADOC, we follow the HSEMS
diligently, we will continuously improve and be successful
and achieve great results. As the Site Representative of
Mubarraz Island, I regularly visit the sites and maintaina continuous dialogue with the ground staff.
To continue safe and stable conditions offshore,
the following must be observed:• Staff welfare activities – Ensuring all staff lead happy andhealthy lives in offshore. We make sure that our staff are
comfortable and there are good hygiene conditions in theaccommodation camps. Proper food and accommodation
are provided. Recreational activities such as sports events areorganised. Occasionally new year/ national day parties are held.
• Compliance with Policies and Procedures – fullcompliance with ADOC’s operating procedures(including the HSEMS) must be maintained.
• Staff Awareness – HSE awareness of staff is key
to the success of all operations. Each and every
worker must ask themselves before starting every
task – Is this safe? Am I doing this correctly?
• Improving Communications – Communication is key incarrying out the operations. On a daily basis there are various
departments such as Administrative, Operations, Maintenance,
Procurement, IT that needs to be consulted with to ensuresmooth operations. There are multiple nationalities residing in
offshore. Keeping this in mind, organisational changes havebeen made so that the communication issues can be resolved.

46

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORT

HealthSite Safety Awareness on
ADNOC Life Saving Rules• Company Policies such as Medical, Housekeeping and Infection Control policies;• ADNOC COPs; and• Department of Health Regulations.

ADOC undertook site safety awareness programmes on

They aim to prevent harm to people and coverhigh-risk operations at work. They are:
• Applicable to all ADOC operations and all contractors• Mandatory compliance for all workers

ABU DHABI OIL CO., LTD. (JAPAN)

Our medical doctor is responsible for management of various medical and occupational
health issues within ADOC. Health management is primarily governed by the following:

During the event, a unified set of 10 Life Saving Rules (LSRs)
applying across the ADNOC Group was introduced.
ADNOC LSRs. The ADNOC LSRs have beendeveloped to serve as the Foundation of Workplace
Safety, taking into account the controls that must
be in place before undertaking and while executing
critical tasks. The rules are based on the principles
set out in the ADNOC’S Code of Practice.

)‫شـــركة نفــــط أبوظبـــي المحـــدودة (اليــابان‬

Valuing the health and wellbeing of our employees at ADOC, we have a totalof two clinics and one first aid post., which we operate, thus ensuring that ouremployees are well taken care of. Our clinics are located in the Abu Dhabi
office, Mubarraz and the first aid post in CFP facility. All the three locations
are audited by Department of Health each year for the licensing.

17th July 2018 was marked by ADNOC as its 2018 Groupwide Safety Day, with a renewed pledge to keep its people,
assets, communities and the environment free from harm.
The Safety Day took place one year after ADNOC launched
its reinvigorated commitment to ‘100 percent HSE’.

HSE Awareness Sessions in 2018
A total of 11 awareness sessions were conducted from January to December 2018.

ADNOC’s 10 LSRs are as follows:

1

Work Authorization2

Safe Mechanical Lifting

June toSeptember:Heat Stress
Management

ADOC HSSE SUBORDINATE POLICYFACIAL HAIR

‫سيــاســـــة أدوك الثـــانويـــة للصحـــة والسالمـــة واألمن‬‫والبيئـــة – شــعــر الوجــه‬ADOC is committed to ensuring the safety andsecurity of our people during any emergency,
crisis, or business disruption, and to complying
with ADNOC Codes of Practice, all applicablelaws, regulations, and international standards.
One of ADOC’s proactive measures is to ensurethat respiratory protective equipment is used toits full effectiveness and purpose, which is toprovide an effective seal between the face mask
and the face. Conditions that may prevent thisinclude hair between the skin and facemask sealsuch as stubble and beards. A poor seal in ahazardous environment may result in ill health or
potentially, asphyxiation due to lack of air supply
or ingress of toxic gases.
To guarantee the employees’ safety through theeffective implementation of this policy, ADOC
requires that‫تلتـــزم شركــــة أدوك بتـــأميـــن سالمــة مــوظفيهـــا‬‫ وخـــالل حـــاالت‬،‫ واألزمـــات‬،‫خـــالل حــاالت الطوارئ‬‫ كما تلتـــزم بقواعــــد الممارســــة‬،‫اضطرابات العمــــل‬‫ وبجميــــع‬،‫ أدنوك‬،‫لشركـــة بــتـــرول أبــو ظبي الوطنيــة‬.‫القوانيـــن ذات الصلـــة وبجميع المقاييس الدولية‬‫إن إحـــدى اإلجـــراءات االستباقيـــــــة ألدوك هو التـــــأكد‬‫من استعمــــال جهــــاز حمايـــة التنـفس بالفعاليـــة الكاملــــة‬‫وللغاية المطلوبـــة وذلك مــن خـــالل اإلغـــالق المحكــــم‬‫لقنــــاع الجهـــــاز على الوجـــــه ومن العوامل التي تمنع‬‫اإلغالق المحكم للقناع على الوجه هــــو وجــــــود الشعــــر‬‫ مثـــــل شعر اللــــحى الطويلـــــة‬،‫بيــــن الوجـــــه‬‫ إن ارتــــداء قنـــــاع‬.‫ وسطـــح القنـــــاع‬،‫والقصيـــــرة‬‫غيـــــر محــكــــم اإلغـــالق عند التواجـــد في بيئة خطرة‬‫ أو إلى االختنـــــاق‬،‫قــــد يؤدي إلى اعتـــــــــالل الصحــــة‬‫نتيـــــجة لقلـــــة تزويــــد الهــــواء او لدخول الغازات‬.‫السامــــة‬‫لتأكيـــد سالمــــــة الـموظفيــــن مـــــن خـــالل التنفيــــذ‬‫ تــــود أدوك التشـــديـــد على‬،‫الفعال لهـــــذه السياســـــة‬:‫التالي‬• All workers engaged in work within theplant, process areas or other hazardous
areas of ADOC offshore facilities must be
clean-shaven when reporting to work to
enable them to utilize the Respiratory
Protective Equipment set safely.

‫• على جميـــــع العامليــــــن في المعامل وفي‬‫مناطــــــق المعالجـــــة وفي األماكـــــن‬‫الخطـــــــرة األخرى للمناطـــــق البحريـــــة‬‫ أن يكونــــــوا حليــقــــي الذقـــــن واللــحى‬،‫ألدوك‬‫خــــالل تواجــــــدهـــم فـــي فترات العمـــــل من‬.‫اجـــــل االستعمــــال األسلم لجهاز حماية التنفس‬• Immediate
Line
Supervisorsberesponsible in ensuring that people withfacial hair shall not be permitted to carryout activities involving the wearing of
Respiratory Protective Equipment.

‫المباشرين‬‫المشـــــرفيــــن‬‫عـلى‬‫• تقـــع‬‫مـــــن ان‬‫مسؤوليــــــــــــة التأكــــــــد‬‫لــــن‬‫الملتحيــــــــــن‬‫األشخــــــــــاص‬‫القيـــــــــام‬‫لــــــهـــــم‬‫يــسمــــــــح‬‫بنشاطــــــــــات تـــتــطــلــــــــــب ارتـــــــداء‬.‫جهـــــــــــــــاز حمايــــــة الـتـنـفــــــــــس‬• Visitors to ADOC sites follow the policy
depending on the nature of their businessor the area they visit.

‫• على زائري مواقـــع أدوك التقيـــد بتعاليم هـــذه‬‫السياســــة بنـــاء على طبيعـــة عملهم وعلى‬.‫المنطقــة التي سيقومــون بزيارتهـــا‬________________________________________________________________
Hiroyuki Yamamoto‫هيرويوكي ياماموتو‬Representative & General Manager‫الممثـــل والمـــدير العــام‬November 2018

Praveen Kumar
Jan/Feb:
Identification andReporting (Safety
Observation Card)

November:Permit to Work System
Confined Space Entry
HSEMS AwarenessAugust:Work at Height• Clear and consistent as set of rules to obey

Muhammed Sazim A

3

Confined Space

4

Toxic Gas

5

Energy Isolation

6

Driving

7

Bypassing Safety Controls

8Line of Fire

9

Working at Height10

Hot Work

February to
April:ADNOC 100%
HSE C&B

July toSeptember:
ADNOC's Unified
LSR Campaign

September:
DroppedObjectIn addition to the above, based on the instruction by ADNOC, ADOC hasdeveloped and implemented the ADOC HSSE Subordinate Policy for Facial Hair.

Ambrose Noronha

Rameez Nazim Palekar

47

December:
Healthy Lifestyleand HSEMS
Awareness

2018‫نوفمبر‬48

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTEMERGENCY MANAGEMENTSECURITY

ADOC has developed a robust Emergency Response Plan (ERP) They are for the threemain sites, Mubarraz Island (including AR Site Terminal), Mubarraz Offshore Oil Field(Central Facility Platform) and Hail Site Terminal, and the Crisis Management Plan is foroverall ADOC facilities. The Facility Response Plans contain response procedure for ADOC
site level and the Crisis Management Plan gives response procedures at corporate level.

At ADOC, the AD Manager is the person in-charge of
Security in our Abu Dhabi office. Our offshore operationalsites fall under the supervision of the Critical Infrastructure
and Coastal Protection Authority (CICPA).

The following are the objectives of the ERP :02
01

Control the incident in order to minimize the effects of the incident/
accident and limit damage to people, the environment and property;

03
02

Provide details of the procedures on how to respondto an accident/incident based on the severity level andthe roles & responsibilities of ADOC members;

04
03

Provide practical procedures for emergency
response in specific emergency situations; and04

Communicate the necessary information to employees,
contractors, ADOC CMT-Tokyo, the public, Critical Infrastructure& Coastal Protection Authority (CICPA), police, civil defense,
other relevant government departments and agencies.

All access points to Abu Dhabi office are controlled through the
Security System and monitor through CCTV surveillance system.

CICPA Security
Implementation ProjectIn 2017, ADOC initiated activities for the CICPA
Security Implementation Project. Commencing on
September 2017, the project will continue for 30
weeks involving a maximum of 25 people at site.
At the end of 2018, the command and control (C&C)
room installation has been completed along with otherassociated activities. The only remaining works are testing,commissioning and Site Acceptance Test (SAT).

ASSET INTEGRITYADOC is committed to ensuring safe and reliable operations
through hazard identification and risk management principles.
Any identified risk can only be tolerated if it is demonstrated
to be ALARP (As Low as Reasonably Practicable), in
our safety-critical and safety involved systems.

Further, ADOC also has an Oil Spill Response Plan (OSRP) in place consisting of
two response plans: Oil Spill Response Plan for Mubarraz Island, AR Site Terminaland Hail Site Terminal, and Oil Spill Response Plan for CFP and Mubarraz Field.
The primary objective of the OSRP is to establish the management organization
and response operations necessary to obtain command and control of oil spills
in a rapid and effective manner. The OSRP provides the strategy, procedures andsupporting information necessary to execute the immediate response.
ADNOC COPs require that Group Companies conduct at least two planned emergency
drills annually. ADOC conducted 41 emergency exercises/ drills in the year 2018.

Muhammed Sazim A.

The ALARP principle is the major foundation of our HSSE
Policy ensuring our activities are safety centric, and aprinciple outlined in ADNOC COPs, UAE legislation andinternational standards used in the oil and gas industry.
One of the key parameters for achieving our health, safety,
environment and business continuity objectives is asset integrity.
Asset integrity relies heavily on the performance of criticalequipment and systems. ADOC commenced preparation tofollow the requirement of ADNOC Integrity committee.
ADNOC formed an Asset Integrity, Reliability Assurance Task
Force and conducted Spot verifications in 2018 and ADOC isa part of the Task Force. ADNOC selected six specific areasof the Spot Verification – pressure vessel, pipeline, Fire and Gas(F&G), Emergency Shutdown (ESD), Well and Lifting Equipment.

ADNOC Upstream Assets Integrity,
Reliability Assurance Taskforce‘Lifting Equipment’ and ‘Fire & Gas’ systems arerecognized amongst the critical Equipment within Oil/Gas Industry by ADNOC out of six identified criticalequipment. The main objective of this verification review
is to assure integrity compliance and recommend bestpractices which can be implemented across Upstream
OPCO companies & SPC. Further, it shows the valueof corporate assurance implementation outcomes
and its positive impact on OPCO’s operations.
For both the Lifting Equipment and Fire & Gas
system, the following were undertaken:• Task Force completed Spot Verification
at all the sites and completed the review
meeting at the respective head office.
• Findings related to the respective procedures
and site visits shared with ADOC.
• Going forward, ADOC to work on
the close-out of the findings.

49

ADOC 2018 SUSTAINABILITY REPORTECONOMICS
The Abu Dhabi Economic Vision
2030 identifies the Government's
immediate economic priorities
and aims to achieve effective
economic transformation of the
Emirate’s economic base andbring about global integrationand enduring benefits to all.

CHAPTER FIVEPROFIT

50

This was announced by theGovernment as a long-termplan for the transformationof the emirate's economy,
including a reduced reliance on
the oil sector as a source ofeconomic activity over time anda greater focus on knowledgebased industries in the future.

Abu Dhabi has a corecommitment to build
a sustainable anddiversified, highvalue-added
economy by 2030.

ADOC 2018 SUSTAINABILITY REPORT

51

52

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORT53

The key roles of the Finance & Accounts (FA) department are the Management
accounts and financial accounts, with emphasis on budget preparation, cost controlling,book-keeping, control and management of company’s funds and tax declaration.
This function also ensures that the company is in financial good standing. In addition,
all payments and receipts for the company are processed by this department.

In line with this vision,
ADOC focuses on
maximising production
and long-term growth.

Positive economic
performance has
a direct impact on
the profitability
and reliabilityof the company
and can further
improve ADOC’s
position of thatof an oil producer
within the UAE.
Critical to becoming
and maintaining a leading
position is the efficientand effective operationof our Finance &Accounts department.

Additionally, in year 2013, we successfully implemented the Oracle ERP (Enterprise
Resource Planning) system and, in year 2014, we started utilising the on-linebank payment system, for staff disbursements and almost all other payments.
We have continued to utilise and enhance these systems to ensure that we are
efficient, transparent and reliable as a company and an employer. In 2016, we
introduced the ADOC budget book, enhanced the Petty cash Fund Procedure’ anddeveloped the ‘Bad debts Write off ’ procedure. We continued to use the same
systems to make progress and increase efficiencies within the department.
To ensure transparency and compliance at ADOC, the FA
department is audited by four different teams of auditors:
I. Independent External auditors (Abu Dhabi Tax Audit);
II. SPC nominated auditors (Government/SPC Audit);III. Japanese Tax auditors (Japanese GAAP and Tax Law Audit); andIV. Internal Auditor

INDIRECT ECONOMICPERFORMANCEAt ADOC, we presently do not formally measure the indirect economic
effect of our activities at local and national level. However, we believe,with our crude oil being exported to Japan, the economic benefits havethe potential to reach far beyond the UAE borders. The national and local
indirect benefits as we see are as shown in the diagram below:

PROCUREMENTAt ADOC, we engage suppliers as and when required. We
have stringent pre-qualification processes in place to ensure
all our trade partners meet our quality assurance criteria. We
ensure that all our trade partners are registered with us andpre qualified, ensuring a fair and transparent tendering processthat meets international standards in line with our Code of
Conduct. ADOC reserves the right to suspend business withany trade partner that is found to engage in activities thatcompromises our integrity, be it related to Human Rights,
the environment or a trade partner’s business activities.
We welcome business from our local business partners
in order to boost the local economy and contribute to
the Emirati community. We have undertaken the following
measures to help develop the local supply chain:• Simplify the procurement process for local suppliers;

Employability

Contracting• Development and creationof jobs within UAE

Creation of contracting service
opportunities for projects andon-going operations support•H igh level employment work
opportunities for UAE Nationals
through Competency Based
Training Programme (CBTP)• L ong term job creation, market
development and stability
creation for ADOC suppliers• Increase supplier capability to meet our company
standards (develop suppliers competency throughtraining to uplift skill levels and enhance the knowledge
in Environment, Health and Safety); and• Assist suppliers in their development (e.g., capacity
building, technical assistance or technology transfer,
supplier network development, diversification).
Our Purchasing and Transport (PT) department is
responsible for the procurement of materials, by ensuringhigh standards are maintained. A list of all registeredsuppliers is provided to every department at ADOC.

As part of our efforts to ensure suppliers meet our high standards,
we carry out routine audits and engage in regular dialogue.
ADNOC has introduced an In-Country Value (ICV) programfor its suppliers. This procurement-led initiative aims to boost
ADNOC’s ICV contribution by focusing on local supplierselection, development of UAE Nationals, and the localisationof critical functionalities in the oil and gas industry.
From 1 April 2018, all suppliers of goods or services to
ADNOC are required to calculate and declare theircertified ICV score for the previous financial year, todemonstrate how they are helping to deliver ICV.
At ADOC, we aim to utilise our local pre-qualified business
partners and only call upon international vendors in the eventthat none of our local business partners is available or able tomeet our requirements in that instance. In 2018, about 94% of
our total spending on procurement was on local vendors. This isa slight decrease (2%) from our local spend last year. We carryout periodic HSEMS performance appraisal audit and/ or routine
visit for suppliers to assess/ evaluate their HSE performance toverify their HSE commitment against ADOC’s expectation.
Since 2015, ADOC started registering the vendors those who
accept and agree to ADOC’s “General Terms and Conditions(GTC) for the supply of goods/ services” – an agreement
signed between ADOC and vendors for the procurementof goods/ services. This agreement secures all the legal termissues in line with the procurement requirements by enforcing
both parties to commit and abide by the signed agreement.

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTABBREVIATION LIST

GCAA

General Civil Aviation Authority as the First ItemMMSCFD Million Standard Cubic Feet per Day

GHG

Green House Gas

MMSCFY Million Standard Cubic Feet per Year

GJ

Giga Joules

NOx

Nitrogen Oxides

GRI

Global Reporting Initiative

N2O

Nitrous Oxide

GWP

Global Warming Potential

OGSS

Oil and Gas Sector Supplement

HCFCs

Hydro Chloro Fluoro Carbons

OPCO

Operating Company

HCT

Higher College of Technology

PAO

Primary Accountable Organisation

HFC

Hydro Fluoro Carbons

PHC

Petroleum Hydro Carbon

HR

Human Resources and Development

PL

Planning and External Relations

H2S

Hydrogen SulphidePT

Purchasing and Transport

HSE

Health Safety and Environment

SDG

Sustainable Development Goals

HSEIA

H
 ealth Safety and Environmental Impact Assessment

SE

Safety and Environmental Department

HSEMS

Health Safety and Environment Management System

SGIP

Sour Gas Injection Project

HSSE

Health Safety Security and Environment

SIMOPS

Simultaneous Operations

ICV

In Country Value

SMS

Security Management System

IEA

International Energy Agency

SOx

Sulphur Oxides

IOGP

International Association of Oil and Gas Producers

SOW

Scope of Work

IPCC

International Panel on Climate Change

SPC

Supreme Petroleum Council

ISO

International Organisation for Standardisation

SPM

Single Point Mooring

JLTP

Japanese Language Teaching Programme

STP

Sewage Treatment Plant

KPI

Key Performance Indicator

TRI

Total Reportable Injury

LSRs

Life Saving Rules

UAE

United Arab Emirates

LTI

Lost Time Injury

UN

United Nations

LTIF

Lost Time Injury Frequency

VOC

Volatile Organic Compoundsm

Cubic meter

3

55

ADOC’S ALIGNMENT TOSUSTAINABLE DEVELOPMENT GOALS (SDGs)
Rank
Most Material

Rank
Very Material

Rank
Most Material

Rank
Most Material

Topic
Equal Opportunity
Human Rights
Non- discrimination

Topic
Water Consumption
Biodiversity Impacts
Spills from Operations

Topic
Efforts to promote local
suppliers

Commitments & Key Focus
Areas
We are committed torecruiting, retaining anddeveloping diverse talent
within the workplace.
We implement strict policies
addressing the issues
related to discrimination,
forced labour, or childlabour.

Commitments & Key Focus
Areas
Our environmental
stewardship is underpinned by
precautionary principle.

Topic
Occupational Health and
Safety Management
Asset Integrity and Process
SafetyRank
Material
Topic
Waste Management
Green House Gas Emission
Protection
Water Effluents
Renewable Energy

Commitments & Key Focus
Areas
ADOC staff is encouraged
to report more safety
observations by identifying
the workplace hazards (unsafe
acts/conditions).
All the concern departments,
are requested to takeappropriate corrective actions
for the findings from the
HSEMS Internal audit 2018
and as well from the ADNOC
spot verification for the
integrity assurance

Topic
OHS Training and Education
Commitments & Key Focus
Areas
Continue training all
employees and contractors
on both in-house and externalcourses.

NET
PLA

Commitments & Key Focus
Areas
In line with ADNOC ICVProgramme, at ADOC,
we aim to utilise our local
pre-qualified business
partners and only call uponinternational vendors in
the event that none of our
local business partners isavailable or able to meet ourrequirements in that instance.

Rank
Material
Topic
Economic Performance

Rank
Very Material

Commitments & Key Focus
Areas
In line with Abu Dhabi
Economic Vision 2030, ADOC
focuses on maximisingproduction and long-term
growth.

HEA
LTH

FIT
PRO

PEO
PLE

54

56

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORTGRI INDEXGRI Standard

Information/
Page number

Disclosure

Omission

GRI Standard

GRI General Disclosures
GRI 102:
GeneralDisclosures
2016

Information/
Page number

Disclosure102-46 Defining report content and topic
boundaries

Pages 6-7

102-47 List of Material topics

Page 7102-48 Restatements of informationNone

102-1 Name of the organisation

Page 8102-2 Activities, brands, products andservices

Page 8-12

102-3 Location of Headquarters

Page 8102-49 Changes in reporting

Page 6102-4 Location of Operations

Pages 8-12

102-51 Date of most recent report

December 2018102-5 Ownership and legal form

Abu Dhabi Oil Co., Ltd. (Japan) is 100%
Japanese operating Oil Development
Company.

102-52 Reporting cycle

Annual102-53 Contact point for questions
regarding the report

Page 6102-54 Claims of Reporting in accordancewith the GRI Standards

In accordance with “GRI Standards: Core
Option”

102-55 GRI Content Index

Pages 56 – the end

102-56 External AssuranceThis report has not undergone an
external assurance process.

103-1 Explanation of the material topics
and its boundaries

Pages 6, 7, 55

103-2 The management approach and its
components

Pages 24, 45, 46, 52

103- 3 Evaluation of the Management
Approach

Page 30, 42,45, 52

Disclosure 307-1 N
 on-compliance withenvironmental laws andregulations

Page 30

103-1 Explanation of the material topics
and its boundaries

Pages 6, 7, 49

103-2 The management approach and its
components

Pages 49

102-6 Markets served

Report covers only those activities
which occur in the UAE.

102-7 Scale of the Organisation

Pages 10-12, 22

102-8 Information on employees andother workers

Page 22164 male and 20 female employees.
12 – Executive & Senior Management,
110 Middle Management, and 62 staff.

The Net revenues figure
has not been disclosed
since it is considered
confidential by ADOC.

Material Topics
Non-compliancewith regulations

Direct Hire -182
Employees seconded in the Company - 2
102-9 Supply Chain

Pages 10-13

102-10 Significant changes to theorganisation and its supply chain

Page 11, No changes in the Supply Chain

102-11 Precautionary Principle orapproach

Pages 42 - 49

102-12 External Initiatives

Page 27102-13 Membership of Associations

Page 18

102-14 Statement from senior decision
maker

Page 3103- 3 Evaluation of the Management
Approach

Pages 49

102-16 Values, principles, standards, andnorms of behaviour

Pages 24-25

Asset Integrity, Reliability Assurance Task
Force updates

Pages 49

102-18 Governance Structure

Page 18

Pages 6,7

102-40 List of Stakeholder Groups

Page 19103-1 Explanation of the material topics
and its boundaries

102-41 Collective bargaining agreements

Employee associations, such as unions
and collective bargaining are notpermitted in the UAE under the federallaw.

103-2 The management approach and its
components

Pages 40-49

103- 3 Evaluation of the Management
Approach

Pages 40-49

403-1 O ccupational health and safety
management system

Pages 40-49

102-42 Identifying and selecting
stakeholders

Page 19102-43 Approach to stakeholder
engagement

Page 19102-44 Key topics and concerns raised

Not Applicable

102-45 Entities included in consolidated
financial statements

All UAE entities included in consolidated
financial statements.

Asset Integrity
and Process
SafetyOccupational
Healthand Safety
Management

Omission

57

58

ADOC 2018 SUSTAINABILITY REPORTGRI Standard
Water
Consumption

ADOC 2018 SUSTAINABILITY REPORT

Information/
Page number

Disclosure

Omission

GRI Standard
Waste
Management103-1 Explanation of the material topics
and its boundaries

Pages 6,7

Pages 28-35

103-2 The management approach and its
components

Pages 30, 32-34

103- 3 Evaluation of the Management
Approach35

103- 3 Evaluation of the Management
Approach

Page 34

303-5 Water consumption

ADOC withdraws 50,022 m3 of municipal
water and 1,542,554 m3 of seawater. Of
the municipal water withdrawn, 47,521m3
ends up as wastewater and 2,501m3 is
consumed internally.

Disclosure 306-2 Waste by type anddisposal method

Page 34

103-1 Explanation of the material topics
and its boundaries

Pages 6,7

103-1 Explanation of the material topics
and its boundaries

Pages 6,7

103-2 The management approach and its
components

Of the seawater withdrawn, 1,314,729m3
ends up as wastewater and 227,825 m3
is consumed internally. Therefore, total
quantity consumed is 230, 326 m3.

Efforts topromote local
suppliers

Biodiversity
Impacts

Spills fromOperations

OHS Training
and Education

Information/
Page number

Disclosure

GHG Emissions

All hazardous and non-hazardous wastes
are sent to BeAAT by ADOC. No
reuse/ recycling/ composting/ recovery/
deep well injection, etc. undertaken by
ADOC within its premises. Incineration
ash is also disposed to BeAAT. Wastes
are removed using CWM- approved
Environmental Service Provider

103-1 Explanation of the material topics
and its boundaries

Pages 6,7

103-2 The management approach and its
components

Pages 50-53

103-2 The management approach and its
components

Pages 28-30, 32

103- 3 Evaluation of the Management
Approach

Pages 50-53

103- 3 Evaluation of the Management
Approach

Page 32

204-1 Proportion of spending on local
suppliers

Pages 50-53

305-1 Direct (Scope 1) GHG emissions

Gross direct (Scope 1) GHG emissions inmetric tons of CO2 equivalent. – 230,603

103-1 Explanation of the material topics
and its boundaries

Pages 6-7

All Gases (CO2, CH4, N2O, HFCs, PFCs,
SF6) included in the calculation.

103-2 The management approach and its
components

Pages 28-30,

No Biogenic CO2 emissions in metrictons of CO2 equivalent:103- 3 Evaluation of the Management
Approach

Pages 37-38

Since ADOC’s 5 year trend is shown, baseyear of 2014 is selected for reporting.

304-1 Operational sites owned, leased,managed in, or adjacent to, protected areas
and areas of high biodiversity value outside
protected areas

Mubarraz Island is located in the Marawah
Marine Protected Area, which is home toimportant marine and coastal ecosystems
including sea grass meadows, coral reefs
and mangroves.

103-1 Explanation of the material topics
and its boundaries

Pages 6,7

103-2 The management approach and its
components

Pages 28-30, 34-35

103- 3 Evaluation of the Management
Approach

Pages 34-35

306-3 Significant spills

Pages 34-35

103-1 Explanation of the material topics
and its boundaries

Pages 6,7

103-2 The management approach and its
components

Pages 40-48

103- 3 Evaluation of the Management
Approach

Pages 40-44

Disclosure 403-5 Worker training on
occupational health and safety

Pages 45-48

There have been no recalculations of baseyear emissions.
The source of Global Warming Potential
Values is Greenhouse Gas Protocol,
adapted from the IPCC Fifth Assessment
Report, 2014.
Consolidation approach for emissions
undertaken for financial as well as
operational control.
The values were computed by converting
to tonnes of CO2 equivalent values
based on the ‘Methods for Estimating
Atmospheric Emissions from E&P
Operations – Report No. 2.59197,
September 1994, E&P Forum).

Omission

59

60

ADOC 2018 SUSTAINABILITY REPORTADOC 2018 SUSTAINABILITY REPORT

Information/
Page number

GRI Standard

Disclosure

Water Effluents

103-1 Explanation of the material topics
and its boundaries

Pages 7,8, 44

103-2 The management approach and its
components

Page 44103- 3 Evaluation of the Management
Approach306-1 Water discharge by quality anddestination

EnergyConsumption

Omission

GRI Standard
Human Rights
Education andTraining

Information/
Page number

Disclosure103-1 Explanation of the material topics
and its boundaries

Pages 6,7, 22 and 25

103-2 The management approach and its
components

Pages 22 and 25

Page 44103- 3 Evaluation of the Management
Approach

Pages 22 and 25

Page 44

Disclosure 412-1 Operations that havebeen subject to human rights reviews or
impact assessments

All operations have undergone humanrights reviews or human rights impact
assessments in 2018

103-1 Explanation of the material topics
and its boundaries

Pages 6,7 and 22

103-2 The management approach and its
components

Pages 22

Water discharges are calculated basedon water meter readings. 1,224,050 m3 isrecorded to be discharged to the sea. 90,
679 m3 is noted to be reused/ recycled.
47,521m3 is discharged to the sewerage
network.

Nondiscrimination of
Employees

103-1 Explanation of the material topics
and its boundaries

Pages 6-7

103- 3 Evaluation of the Management
Approach

Pages 22103-2 The management approach and its
components

Pages 28-31

Disclosure 406-1 Incidents of
discrimination and corrective actions taken

103- 3 Evaluation of the Management
Approach

Page 31302-1 Energy Consumption within the
Organisation

Page 31

No significant incidents of discrimination(alleged and subsequently found to beof substance with disciplinary action
necessary) were reported to ADOC in
2018

103-1 Explanation of the material topics
and its boundaries

Pages 6,7, 50-53

103-2 The management approach and its
components

Pages 50-53

103- 3 Evaluation of the Management
Approach

Pages 50-53

Disclosure 201-1 Direct economic value
generated and distributed

As a privately held company, we do notdisclose this information.

Disclosure 201-4 Financial assistancereceived from government

ADOC does not receive any financial
assistanceNo electricity/ heating/ cooling/ steam
sold by ADOC.
• Electricity Used: 62,774.18 + 4.653,468= 4,716,242.18 kW• Diesel Fuel: 77192 litres• Gasoline: 46894 litres• Jet Fuel: 48,111.57 Imperial Gallon

Economic
Performance• Diesel Oil: 2,382,479.88 Imperial Gallon• Fuel Consumed in MUB & CFP for theoperation: 2,827,305 GJ
Source and conversion factors used are as
per ADNOC CoP V1-15

Diversityand Equal
Opportunity

103-1 Explanation of the material topics
and its boundaries

Pages 6,7, 24

103-2 The management approach and its
components

Page 24

103- 3 Evaluation of the Management
Approach

Page 24405-2 Ratio of basic salary andremuneration of women to men

There are no women team members
within the Executive and Senior
Management Team of ADOC. 100%
women staff in middle management
team as well as other staff (professional,
operational and administrative) receive
remuneration as same as that of men of
the same level.

61

Omission

ADOC is a privately heldcompany. We extract oiland transfer the sameto two of our parent
companies Cosmo Energy
Exploration & Production
Co., Ltd. & JX Nippon
Oil & Gas Exploration
Corporation. Ourfinancial information isreported in sustainability
reports of our parent
companies. We also
work for ADNOC, as anindependent operator andour financial informationis reported in ADNOC's
sustainability report
too. We therefore
consider this information
proprietary and do notwish to report financial
figures of ADOC
separately as a single
entity.