COOPERATION BEYOND
NATIONAL BORDERSABU DHABI OIL COMPANYSUSTAINABILITY REPORT 2012

TABLE OF CONTENTS
GOVERNANCE

03 AND ETHICS

01 ABOUT ADOC
02

04

06

OUR COMMITMENTS
AND ENGAGEMENTS

05

07

MANAGINGSUSTAINABILITY

ECONOMICSHEALTH AND
SAFETY

09
08
10

OUR
ENVIRONMENTOURSOCIETYASSET
INTEGRITYOURPEOPLE

Message from the General Manager
About this Report

04
06

SECTION 01
About ADOC

08

SECTION 02
Managing Sustainability

16

SECTION 03
Governance and Ethics

20

SECTION 04
Our Commitments and Engagements

24

SECTION 05
Economics

28

SECTION 06
Our Environment

32

SECTION 07
Health & Safety

42

SECTION 08
Asset Integrity

48

SECTION 09
Our People

50

SECTION 10
Our Society

56

GRI Index
Glossary of Terms

60
62

This publication was printed in Abu Dhabi. The paper is
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MESSAGE FROM THE GENERAL MANAGER
Welcome to ADOC’s second sustainability report which covers our performance andoperations during 2012. It is our pleasure to produce this report annually as part of an ongoing initiative to reflect our commitment to our stakeholders.
Our 2012 report is in

Various environmental initiatives such as preservation ofaccordance with thebiodiversity, energy conservation and flare minimization have beeninternationally recognizedcontinued as part of our commitment.

Global Reporting Initiative
Guidelines, (GRI G3.1). As a

For the upcoming five years, our plan is to stabilize our oilmatter of fact, sustainability is

production and to implement our improved HSE Management

ingrained in ADOC’s business

System. In this regard, we will work on our existing HSEMS to

operations right from onset

integrate the Environmental and Occupational Health & Safetyof our sustainability reporting

Management System in line with the International standard level

journey. With our bestof ISO 14001 & OHSAS 18001. We will also continue to further

efforts and through continual

enhance our current Human Resources, Social Welfare andimprovement , in 2012, we

Environmental Protection activities.

have been able to strengthen our report by incorporating increasedtransparency in disclosure of our company activities, thus enhancing

As a final note, I would like to recognize and convey my utmost

the level of our previous year’s reporting to the level of “GRI

appreciation to all those who have collaborated in producing ourApplication Level <A>”.

2012 Sustainability Report. Their best efforts and contributions, aswell as the commitment and dedication of our stakeholders are

One of our key achievements in 2012 is concluding the Newvital to our current and on-going sustainability success.

Concession Agreement with the Supreme Petroleum Council,(SPC), thus authorizing us to continue our operations here in
Emirate of Abu Dhabi for another thirty years. As per our new
concession agreement, we have acquired a new concession area
namely “Hail Field” in addition to our existing three oil fields. I
strongly hope that ADOC’s vast experience and technology in the

VARIOUS ENVIRONMENTALINITIATIVES SUCH
AS PRESERVATION OF
BIODIVERSITY, ENERGYCONSERVATION AND
FLARE MINIMIZATION HAVEBEEN CONTINUED AS PARTOF OUR COMMITMENT.
field of oil development accumulated over the years since ADOC’s
establishment in 1968, will further enhance ADOC’s growth andYukihiro Tanaka,

development.

Representative & General Manager, ADOC.

Looking back on our activities in 2012, we achieved safe andstable operations without any serious accidents or Lost Time
Injuries. In this regard, I would like to express my deepest
appreciation to all my staff for their dedicated and continued
contribution. Safety is a fundamental policy of our management
and this policy has been continuously emphasized. Let’s move
forward to the next step keeping in mind the motto “Safety is
the first priority”.

4

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABOUT THIS REPORT
Welcome to Abu Dhabi Oil Co., Ltd. (Japan)(ADOC)’s second annual Sustainability Reportcovering our activities in the United Arab Emirates. The report focuses not only onachievements and performance of the 2012 calendar year but also includes key historicalevents in addition to looking ahead to our future activities.
Data Measurement Techniques

The content of this report is based on the Global Reporting

Quantitative data disclosed in this report originate from various sources:

Initiative (GRI) 3rd Generation (G3.1) Sustainability Reporting• Economic data are extracted from our finance and accounting

Guidelines 2011. GRI G3.1 is a globally recognised framework for

Defining Report Content

database system;• Production data originate from our production database;performance. A GRI content index is included at the end of this• Labour practices data are extracted from our human resources/

report.

reporting on an organisation’s economic, social, and environmental

personnel department Data base; and• Environmental data is determined through direct measurement,

Materiality

calculation on the basis of specific or standard conversion factors

This report intends to cover core and additional indicators ofand estimates depending on parameters.

GRI G3.1. However, sustainability topics that are material forour activities and considered critical by our stakeholders are
exhaustively addressed in the report. We do however recognizethat certain sections of this report will be improved in future years,
demonstrating our commitment to continuous improvement. We
are committed to actively improving our existing data collection
mechanisms to ensure a higher level of information sharing on our
performance is available in future reports.

Stakeholder InclusivenessWe have identified and considered our key stakeholders, andwe have outlined in the report how the company engages them,
identifies their priorities and responds to the topics raised by them.

Completeness and Boundaries of this Report
The report covers all our operations in the UAE. This includes
our office in Abu Dhabi, Mussaffah Warehouse, Central Facilities
Platform (CFP) and Mubarraz Island.
The following limitations apply with regard to the scope of thisreport:manually from a number of source systems, and Excel /Word
spread-sheets are used to support calculations and reporting.
Furthermore, our Development Department (DP) and Health,
Safety and Environment department (SE). is in-charge of themonitoring and measurement of our biodiversity related activities
like mangroves, sea grasses and corals. Divers are used as an aid tomonitor the propagation of corals.
We also have an Action Tracking System to track all actions arisingout of our Company operations. All departments are effectively
involved in completing the Action Tracking System with necessary
corrective actions on the outstanding gaps.

Assurance
This second ADOC Sustainability Report has not been subject toexternal verification by a third party auditor leading to a formal
assurance report.

GRI Application Level
Based on our own assessment of this report content against the• Contractors, suppliers and clients’ data are not included in thisCurrently, environmental data are consolidated and processedreport unless otherwise stated;

as Application Level <A>.

• Labour practices data cover all ADOCs’ employees based in

GRI criteria, we have self-declared our second Sustainability Report

UAE as registered in the payroll.

6

We welcome your feedback on this Sustainability Report. Please
direct any questions or comments regarding the report to:7auhse@adoc.ae.

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 01

ABOUT ADOC

Abu Dhabi Oil Co., Ltd. (Japan) - ADOC is 100% Japanese Operating Oil Development
Company, established on 17 January, 1968. Our Head Office is based in Tokyo, Japan.
Abu Dhabi maintains an oil operating system in which the
Abu Dhabi National Oil Company (ADNOC), a state-owned
corporation that is responsible for the production and marketingof all Abu Dhabi oil and gas, takes part in the oil and gas projects
under the control of the Supreme Petroleum Council. The
Supreme Petroleum Council is the highest legislative authority in
Abu Dhabi Emirate in charge of, formulating and supervising the

The year 2012 is the firstyear of ADOC’s next
thirty years under the new
Concession Agreement

implementation of Abu Dhabi’s petroleum policies. Abu Dhabi is
one of the very few countries in the world that allows 100 percent

Based on the good reputation earned over the years and theforeign oil companies to develop, produce and export oil.

appreciation of the Government of Abu Dhabi towards ADOC’s
performance, ADOC will continue to exert strenuous efforts toOver the years ADOC has established an elaborate optimalenhance its production capacity and to perform oil operations

operations system in close cooperation with ADNOC. Since its

efficiently with a special emphasis on environment issues.

establishment, ADOC has been highly regarded for its steadyachievements in Abu Dhabi.

ADOC’s organization chart is presented below.

ADOC’s organization chart

Government &Local Relations Department
Administration
Department

Executive Board Meeting

General Meeting of Shareholders

Board of Directors

Planning Department

Human Resources &Development Department

Auditing Department

Finance & Accounting
Department

President

General Manager
Abu Dhabi Field Office

Auditors Meeting

General Affairs
Department

Purchasing & Transport
Department

Finance & Accounting
Department

Development
Department

Sales & Materials Supply
Department

Process & Maintenance
Department

Technical
Department

Health, Safety &Environmental Protection
Department

Hail Field Development
Department

Hail Field Development
Department

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Our Project Highlights for 2012• The new concession agreement came into effect on the 6th December,2012. The agreement covering the three existing fields ( Mubarraz Field,
Umm Al Anbar Field and Neewat Al Ghalan Field) and an additional
concession area, namely the Hail Field, is valid for thirty years after the
expiration of the previous Concession Agreement;

Our Operations

Our Shareholders

SHAREHOLDERS% OF SHARE

Cosmo Oil Co., Ltd.

63.0

JX Nippon Oil & Gas Exploration
Corporation

31.5

They are actively engaged, participating in key governancefunctions through an annual shareholders meeting, and areTokyo Electric Power Co., Inc.

1.8

of our company. Shareholders receive benefits in the form of

Kansai Electric Power Co. Inc.

1.8

dividends proportionate to their shareholdings. Shareholdings

Chube Electric Power Co. Inc.

1.8

We are owned by a number of Japanese shareholder companies.
They are selected based on their interest in joining our company
and continuously contributing to its development and growth.

included in key decision-making processes regarding the future

are presented in the table below.

We operate three (3) offshore oil fields: Mubarraz, Umm Al Anbar (AR) and Neewat Al
Ghalan (GA) which are located west of the Emirate of Abu Dhabi, UAE. The main processes
and supporting facilities are located on Mubarraz Island, south of GA field. The Mubarraz
Island facilities include oil and gas processing, crude storage, crude loading, utilities,
accommodation and other related infrastructures. Crude oil from Mubarraz, AR and GA
fields is blended at Mubarraz Island and shipped as Mubarraz Blend Crude oil.
The Mubarraz Field:

AR & GA Fields:

The Mubarraz field comprises of the Central Facilities Platform

Commercial production commenced in the AR field in 1989 and(CFP), three production platforms and eighteen well platforms. The

in the GA field in 1995. AR Site Terminal (ARST) is located at theplatforms are connected through submarine pipelines and cables.

centre of the AR field and is equipped with oil processing facilities,
sweet gas injection facilities and sour gas injection facilities. The well-

Scale of ADOC (for the period
January to December 2012)
Details on the scale of ADOC interms of number of employees.

Number of employees

167

Central Facilities Platform (CFP) – The crude oil from thehead streams from both fields are gathered at the process facilities

production wells at Mubarraz field is gathered at the CFP throughat ARST, where both oil and gas are then separated. The separated

sub-sea pipelines and is transported to the final processing

oil is sent to Mubarraz Island and the separated gas is sent to thefacilities at Mubarraz Island. The CFP is equipped with gas andsour gas injection facilities and sweet gas injection facilities throughwater separators as well as power-generating facilities. Additional

the sweetening units for gas injection. A causeway provides onshore

platforms, namely CFP Control Room (CCR) Platform, a living

access from north of Mubarraz Island to the ARST.

quarter platform and BB well platform, are inter-connected bybridges. On the CCR platform, well monitoring and controlling
apparatus are 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.

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Mubarraz Island:
The crude oil from the Mubarraz, AR, and GA fields aretransported via pipelines and gathered at Mubarraz Island where
there are processing facilities to refine the crude oil into the final
crude product and loading facilities for shipment. There is also a
residential facility accommodating approximately 500 personnel,
together with sports and recreational facilities including a soccer
ground, tennis courts and a golf course.

Rig Operations
An offshore rig is used for drilling new wells or to workover
existing wells. We use a jack-up type offshore rig, specially designed
for operating in shallow water in our fields, which is commonly
utilised in the Arabian Gulf. The rig consists of a barge-shaped
hull with three cylindrical legs and is equipped with a derrick andspecial devices for drilling and workover operations. The jack-up
rig is towed to a location with its leg up, and the legs are firmly
positioned on the sea bottom at the site for workover or drilling
operations.

Hail Field
The Hail Field is located adjacent to ADOC’s existing operating
fields and includes undeveloped reservoirs and anticipating the
production very soon.

Continuing Technological Innovation
Horizontal Drilling: Since 1996, re-entry horizontal drilling has
been applied in all our three fields, in order to maintain andincrease oil production. A whipstock* is used to side-track
and the hole is drilled at around 50 degrees per 100 feet
dogleg severity to land and continuously drilled throughtarget formation.
Offshore Water Separation and Disposal (WSD): Prior to theyear 2004, all produced water from the production wells at
Mubarraz field used to be sent to Mubarraz Island together
with crude oil through pipelines before the off-shore Water
Separation and Disposal (WSD) facility was installed at CFP.
Since a large amount of formation water was produced in
the Mubarraz field, downstream processing facilities, including
pipelines and separators, had faced various problems, such asincreasing corrosion, requiring an increase in the capacity of
the liquid treatment facilities and the disposal of large amountof produced water at Mubarraz Island. With the completionof the WSD facility with a new chemical and two-stage
cyclone separators, two-thirds of the produced water at
Mubarraz field is separated and disposed of to the disposal
well located at the BB platform. As a result, the downstream
processing facilities, including a pipeline, are now being
operated in a safe and efficient manner.
* A whipstock is a long steel casing that uses an inclined plane to cause the bit todeflect from the original borehole at a slight angle. Whipstocks are sometimes
used in controlled directional drilling, in straightening crooked boreholes, and insidetracking to avoid unretrieved fish.

Our Product
The processed oil is briefly stored in storage tanks and exported through a Single Point
Mooring (SPM) facility. Tankers loaded with crude oil at Emirate of Abu Dhabi navigate theIndian Ocean and pass through the Strait of Malacca, delivering oil to Japan. The tankers travela distance of approximately 11,500 kilometers arriving approximately 18 days after departure.
The UAE and Japanof crude oil. The bilateral relations between the two countries

The UAE and Japan maintain close relations with each other,have strengthened over recent years as two-way exchanges haveparticularly in the economic field. For the UAE, Japan is a very

developed not only in the field of economics, but also in the fields

important trading partner, both in terms of exports and imports,of education, culture and sports.

while the UAE has been and is still one of Japan’s largest suppliers

ADOC’s Awards
In the year 2012, ADOC received ADNOC HSE Award on Partnership Award: Nurturing
Marine Ecosystems. In 2012, we were also granted the ‘Abu Dhabi Industry Award’ by theHigher Colleges of Technology (HCT), which is awarded to organizations and companies foroutstanding commitment to education in Abu Dhabi.

Our JourneyCompleting our 45th Anniversary in the UAE in 20121967
• The late Sheikh Zayed Bin Sultan Al Nahyan (the former President of the United Arab Emirates and the former
Ruler of Abu Dhabi), took the decisive step of allowing the Japanese companies to acquire oil concessions in the
Emirate of Abu Dhabi, which until then had been granted only to Western companies.
• Three Japanese independent companies, Maruzen Oil Co., Ltd., Daikyo Oil Co., Ltd. (which have merged into thepresent Cosmo Oil Co., Ltd.) and Nippon Mining Co., Ltd. (now JX Nippon Oil & Gas Exploration Corporation)
took part in an international tender for a concession area relinquished by Abu Dhabi Marine Areas Ltd., (ADMA),
and submitted the winning bid.
• On 6th December of the same year, an agreement concerning the exploration and development of the Mubarraz
oil concession area in Abu Dhabi offshore areas was signed.

1968
On 17th January, Abu Dhabi Oil
Co., Ltd. (Japan), (ADOC), wasestablished with a capital of 600
million yen, equally subscribed toby the three companies.

1969
In September, the exploratory well No.1
successfully produced the long-awaited crude
oil. This underground structure was given thename of Mubarraz Oil Field, and was the firststep towards ADOC’s success in Abu Dhabi.
Although the United Arab Emirates, (UAE),
was founded on 2nd December, 1971,
ADOC had advanced into this area before thenation came into existence.

1973
In May, the productionof oil began, and in June,the first shipment of
Mubarraz crude oil left
for Japan.

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ADNOC HSE Award on ‘Partnership Award: Nurturing Marine Ecosystems’
Unexpected, high seawater temperatures (at times exceeding
36 °C) are occasionally recorded in the Arabian Gulf waters.
Since such spikes in water temperature damage coral reefs
and sea grass vegetation, preservation of these habitats isnecessary to ensure sustainable development.
A coral transplantation technique was established whereby
broken fragments were recovered from the seabed, without
damaging surviving corals, and transplanted. The optimumtransplantation sites were identified based on the following
main factors:• Sites with the same seawater depth as surviving colonies;• In the expectation that these transplanted coral colonies
will spawn in the future, a coral larvae movement simulation

technique was utilised to ensure that larvae spawned fromtransplantation sites would also settle in a suitable environment
for survival.
As a result, despite the occurrence of high spikes in watertemperature, the 9 coral colonies identified in 2009 have in2012 been successfully propagated to more than 140 colonies.
In addition, a mattress method of sea grass transplantation wasdeveloped to reduce the high risk of sea grass depletion due toongoing environmental changes, including high water temperatures.
The new sea grass vegetation successfully settled in an area ofsterile sea bed, and as a result, the transplanted sea grass area has
spread to over 45 m2.

Our Business Objectives
ADOC has established a set of Business Objectives which we believe in and focus on. We
promote and foster the culture of these Business Objectives in our overarching goal to be anindustry leader and making the commitment to meet our responsibilities. We plan to continue
to abide by the same objectives for the year 2013-14 and continual improvement upon them.
Our aim is to be a leading sustainable business, trusted and respected by our stakeholders, customers and suppliers for the ethics weadopt. Our approach is built around the following five Business Objectives which underpin our sustainability strategy and performance

To ensure and improve safe
and stable operations

Implement various precautionary measures, recurrence prevention
and less impact measures.

To maintain and increase
the production volume
from the existing threeoil fields

Living up to ADNOC’s expectation by generating a satisfactory
outcome of Hail Field Development based on our accumulated
technical knowledge and past history.

To progress towards
the realisation of early
production scheme of
Hail Field

Conducting various investigations and reviews for the exploration anddevelopment of Hail oil field working closely with Tokyo Head Office.

Review and re-constructorganisation, rules,
systems and manpowerin ADOCTo establish a long-termbusiness plan focusing on
the next thirty years

1979• In April, ADOC entered into a supplementary agreement which granted ADOC a
new concession in the West Mubarraz area, offshore Mubarraz Island.
• In August, ADOC and its three parent companies established Mubarraz Oil Co.,
Ltd., (MOCO), for the exploration and development of the new concession area.
• Consequently, the West Mubarraz Concession area was transferred to MOCO,
and an operating agreement was concluded between ADOC and MOCO
in which ADOC undertook the management of all operations in the newconcession areas.

1989
Umm Al-Anbar Oil
Field, (AR) started oil
production

1995
Neewat Al-Ghalan Oil
Field, (GA), of the newconcession area started
oil production.

Recruitment of more UAE nationals, training and development of staff,
successful handover of business, succession of technical/ operational
know-how of well-experienced staff, consideration of a futureorganisation and revision of the personnel policy.
Think about the future of the Company’s facilities for development
and production and loading perspectives.

2012

2005
ADOC acquired all
the assets of MOCO in
February 2005 and on
1st January, 2006 MOCO
was completely mergedwith ADOC.

On 3rd February, ADOC successfully signed a new
Concession Agreement with Abu Dhabi Supreme
Petroleum Council to continue production of oil fromthe 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 development of some structuresof the Hail Field which is adjacent to Mubarraz Island.

14

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 02

MANAGING SUSTAINABILITY

ADOC has developed a
Health, Safety & Environment
Management System (HSEMS)
since the year 2008 in
accordance with the ADNOC
Codes of Practice (CoP).
Our HSEMS strategy focuses on balancing
business interests with HSE stewardshipin compliance with ADNOC’s corporate
objectives. Our HSEMS is applied acrossall activities to enable us to achieve
our HSE objectives in all areas.
Our HSE Policy forms the core of thecompany’s strategic objectives, which aredeveloped in line with the HSE Policy
commitments. The department-level targets
and Key Performance Indicators (KPIs) arealso based on these commitments. We
do not have separate sustainability targets

Our HSE Policy

and objectives. Our sustainability targets
are embedded within the HSE targets.

ADOC’s HSEMS Objectives and Coverage

Objectives:
Prevent Incidents,
eliminate or
reduce hazards
and improve HSE
performance at
operational sites

Covered by:
All areas andoperational aspects
at the locations thathave the potential toaffect the health andsafety of people or
the environment

Objectives:
Provide aplatform forcontinuous
improvement

Objectives:
Ensurecompliancewith legislativerequirements

Covered by:
All relevant
legislation & otherrequirements

Covered by:
All elementsof HSE
management

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Our HSE Targets

Implementing OHRM system effectively andimproving the working condition• To improve the working condition
continuously through effective
implementation of the established OHRM
system.

HSE Committees

We were successful in meeting all of the below HSE targets set for the year 2012:

Preventing incidents to achieve no-injury andno damage to assets•• To take necessary corrective actions on all
HSE findings and suggestions by Internal Audit,
HSE Patrol and other HSE inspections.

• To ensure effective implementation bymonitoring HSEMS activities such as HSE plans,
HSE general system procedures, Emergency
procedures, Training and Auditing.



Reviewing and improving HSEMS
performance	

3 Participation in HSEMS-related workshops;• To conduct study on Environmental Impact
for the new projects of ADOC.

• To conduct study for Hazardous Area
Classification.

	

5 Conducting HSE patrols that are designed
to enhance the onsite HSE Management;
6 Carrying out emergency drills;
7 Active participation in the ADNOC Annual
HSE Award programme, which recognises
outstanding achievements in HSE activities.

• To encourage prompt incident reporting,investigation and documentation.

• To promote the environmental protection
activities such as mangrove/sea grass
plantation and coral propagation andtransplantation.
• To conduct HSE study related to risk
management and timely to ensure that all
HSE risks are managed at ALARP.
• To motivate and encourage all employees for
improving the quality of near miss reporting.
Controlling operational risks at ALARP by
conducting risk management



Development of Safety culture by lessons
learnt from incident

4 Formulating HSE education and training
programmes;
	

Minimising the negative impact on theenvironment• To encourage effective Root Cause Analysis andcorrective actions by, developing and improving
skills of the key staff.

	
	



• To reduce the number of incidents withhigh/medium level of risk with effective
implementation of revised Permit to Work
System (PTW).

• To report Sustainability Performance
effectively.

2 Carrying out a survey of the possible
impacts of business projects , including
existing facilities;	• To define the KPI’s for the target to monitor
and assess the performance of the targets.

1 Enforcing the Codes of Practice (CoP)
proposed by ADNOC to cover all aspectsof HSE activities;

	







• To reduce the risk level to ALARP for thehigh Occupational Health risks identifiedin Occupational Health Risk Assessment(OHRA).

• To provide programme for regular process
safety management.

HSE Committees have been set up in orderto implement and assess all aspects of HSEMS.
These committees are responsible for:• To implement Management of Change
effectively.

Minimising emission and wastes by theeffective monitoring• To establish the policy of Reduce, Reuse& Re-cycle (3R) for waste material, andpromote it to control/minimize waste.
• To enhance effectiveness of sharing the safety
culture of lessons learnt from incidents.

• To review the AIMS Phase 1 study andcomplete the AIMS Phase 2 study.
• To ensure periodical maintenance including
overhauling conducted effectively.
	





• To identify and comply with all applicable
local laws, regulations, international standards
and ADNOC Codes of Practices for related
activities.

• To conduct effective waste management
program and provide awareness on
pollution prevention of ADOC andcontractors.


Securing the integrity of assets	Complying with ADNOC CoP, UAE laws andInternational regulations

HSEMS Internal Audit
ADOC conducts annual HSEMS Internal
Audit in order to identify any non-compliance,
requiring immediate action and rectification.
The scheduled HSEMS Internal Audit for all
departments was conducted and gaps wereidentified through the process. The gaps weremonitored until appropriate closure and would
be continually improved upon in the year 2013.

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 03

GOVERNANCE AND ETHICS

Governance
ADOC is governed by its Board of Directors. They are responsible for resolving
legal and regulatory issues and items in the Articles of Incorporation. The Board
also establishes management policy and supervises appointed directors.
Regulations governing the Board of Directors stipulate that, in

The Executive Board Meeting makes decisions and deliberates on

principle, meetings are to be held on a quarterly basis, and thatbasic policies and important matters concerning business execution

extraordinary meetings are to be held when necessary. During

in accordance with basic management policies as determined by themeetings, directors make decisions on important management-

Board of Directors.

related matters and examine progress on business initiatives andmeasures for resolving problems.

Regulations governing the meeting stipulate that our Directors meetonce a week and that additional meetings are convened as required.
Our President chairs these meetings with the attendance of our
Executive Directors and Executive Auditors.

OUR KEY
GOVERNANCEPERSONNEL

DIRECTORS Y asushi Fujisawa
Yaichi Kimura
Isao Kusakabe
Kenmei Nakata
Kimio Katayanagi
Abdullah Nasser Al Suwaidi
Ali Khalifa Al Shamsi

CHAIRMAN Shigeo Hirai
PRESIDENT Satoshi Nishi
MANAGING DIRECTORS Hiroshi Suzuki
Yukihiro Tanaka

AUDITORS M
 itsuru Taruki
Hideo Suzuki
Makoto Sekino

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Ethics
Code of Conduct
ADOC’s Code of Conduct sets out the initiatives we should take in order to put our
corporate vision into practice, together with the ethical rules we should each observeas members of the society at large:

Reward customer andshareholder trust andprovide satisfaction

We value communications
with society

We aspire to becomea safe, accident-freecompany

Human Rights

We take care of the
global environment

We value people

We strive to maintainour position as anhonest company

Our Code of Conduct includes an element on Human Rights. We respect individuals and theirfundamental human rights, and strive to create a workplace environment where individual
employees can demonstrate their abilities to the full.
Basic Approach

Respect the lands and rights of indigenous peoples

We respect individuals and their fundamental human rights, andWe support the principles and spirit of the United Nations

neither engage in, nor countenance, acts that infringe on human

Declaration on the Rights of Indigenous Peoples, and respect the land

Conflicts of Interestrights. We also support the principles and spirit of the Universal

and other rights of indigenous peoples.

ADOC’s Code of Conduct prohibits conflicts of interest with the company. We do not engage
in transactions that compete with the company, transactions with the company’s competitors,
or other acts that conflict with the company’s interests.

Declaration of Human Rights that calls, among other things, forand freedom of thought, conscience, religion and expression as

Approach to business in countries with humanrights issues

common standards to which all peoples and nations should aspire.

We make decisions on starting and continuing businesses in countries

respect of the individual, prohibitions on discrimination and slavery,

with serious human rights issues after taking into consideration

We do not engage in behaviour that could conflict with thetransactions where the company is the other party; or transactions

Prohibit Discriminationcompany’s interests, including: transactions that compete with thewhereby the company incurs risk because directors and employees

We neither discriminate nor condone discrimination on the grounds

company’s business, such as stealing trade partners; purchases ofare guaranteed by the company.

of birth, nationality, race, beliefs, religion, sex, age or disability.

company assets, sales of personal items to the company, or otherProhibit Child Labour
We do not condone child labour, or employ children.

whether we can act in accordance with our Code of Conduct andhave a beneficial, long-term impact on the countries in question.

Security measures that respect human rights
We support international standards concerning the use of weapons
such as the United Nations (UN)’s Code of Conduct for Law
Enforcement Officials, and do not adopt security measures that
infringe on human rights.

22

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 04

OUR COMMITMENTS
AND ENGAGEMENTS

We define a stakeholder as any person or group of people that may have positive or negative
impact on the financial, environmental, health, safety and social aspects of our operation, andthose who have an interest in or have an influence on our activities. The method of selection of
our stakeholders is as follows:

EMPLOYEES

Selected based on the assigned job description,
experience, qualification, and performance.

CONTRACTORS& SUPPLIERS

Selected based on the technical and commercial
proposal for a specific service.

MANAGEMENT

Selected by the Board of Directors

SHAREHOLDERS

Selected based on the technical and commercial
proposal for a specific service.

COMMUNITY

Selected based on the communities we operate in

Stakeholders and Methods of Engagement
As a proud member of the UAE community, we will continue to listen, respond and collaborate
with both our internal and external stakeholders to ensure we build a bank of trust that allows us
to both explore new avenues in which we can participate and give back. Stakeholder groups withwhom ADOC engages and the means of engagement are summarised in the following table:

24

25
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Stakeholders’ List and Methods of Engagement

METHODS OF ENGAGEMENT

Employees• Discussions• Performance Appraisals

Local Communities• Fundraising programmes• Involvement in community activities

Suppliers• Surveys (regarding HSE and other business issues)

Academic Institutes• Scholarships

Government and Regulators• Conferences• Training Events• Quarterly courtesy visits to UAE top officials

Media• Congratulatory advertisements• Publicising technical activities



STAKEHOLDER

Engaging with
our internaland external
stakeholders

Employees

Academic Institutes

Memberships and Enrolments

In ADOC, our Personnel Department is open to communication

We actively participate in career fairs and other promotionalwith our employees. All employees are free to discuss any personal/

activities in various universities and technical institutions. We also

professional issues with their line managers and above. However,offer job positions to candidates selected through this process.

The majority of our memberships have been obtained through ADNOC. Our main
memberships include the following:

currently there is no formalised system in place in order to track
employee issues/grievances.

Government and Regulators
communicates regularly with the regulatory bodies and strive

The ADSG is a membership organization whose mission isInternational Association of Oil and Gas
Producers (OGP)

We are aware of our obligation to conduct ourselves in a sociallyto be compliant with all relevant laws and regulations at all times.

to promote sustainability management in Abu Dhabi among

The International Association of Oil & Gas producers (OGP)

responsible manner. We continue to engage in initiatives such as

The GL Department makes sure that the articles of the Concession

Operating Companies by providing learning and knowledge sharing

is a unique global forum in which members identify and share

donations and other fundraising programmes which have a long term

Agreement are met timely and promptly in order to meet theopportunities for government, private companies and not for profit

best practices to achieve improvements in every aspect of health,beneficial impact to society.

expectations of the government.

organizations in a spirit of cooperation and open dialogue.

safety, the environment, security, social responsibility, engineering

SuppliersMedia

We have an open dialogue with all our suppliers at all times.

We interact with the media on a case by case basis depending

Abu Dhabi Emergency Support Committee
for Offshore Operators (ADESCO)The information received is analysed, and any concerns notedon our requirement. We send out congratulatory advertisements

Abu Dhabi oil companies operating offshore established a committee

and addressed by the company.

on different days of national importance. We also publicise ADOC’s(ADESCO) in 1988 to coordinate arrangements for the provision of

ADNOC HSE Sub-committee (Environment,
Safety and Occupational Health & Sustainability)

technical activities after verifying that the contents are in compliancesupport between participants in the event of major emergency.

ADOC is a member of ADNOC’s HSE sub-committee team. This

Communities

Our Government and Local Relations (GL) Department

with ADNOC’s respective guidelines.

Abu Dhabi Sustainability Group (ADSG)

and operations. Through ADNOC, ADOC reports OGP
Environment and Safety data every year.

committee was formulated to cater to the various issues specifically

The role of the committee is to coordinate arrangements toensure that all participants are kept updated on the procedures andcapabilities of participating companies for providing or requesting
assistance in case of major emergency.

related to the fields of Health, Safety, Environment and Sustainability.
In this regard, ADOC has participated in the relevant trainings,
workshops and seminars that were provided to all OPCO’s.

26

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 05

ECONOMICS

ADOC’s economic focus is one of the company-wide strategic goals to maximise production
and long-term growth. Positive economic performance will directly influence the profitability
and reliability of the company and can position ADOC as a leading oil producer.
The Finance & Accounts Department’s main roles within
ADOC are accounting, book-keeping, tax calculations andsubmissions. Payments for all the transactions undertaken are

86% of total
procurement budget
spent on local suppliersalso handled by this department. In 2012, the key achievementsof the Department includes –	• Preparation of the Accounting Guide – Following our new
concession agreement, and as per the statutory requirement,
this manual was drafted;	• Enterprise Resource Planning (ERP) System Implementation –We initiated the process of ERP system implementation- The development and creation of jobs within UAE;	

in 2012.

	- Provision of high level employment work opportunities
for UAE Nationals as part of the Competency Based Training

ADOC’s accounts are audited by four different teams of auditors:
i Independent External auditors (Abu Dhabi Tax Audit);(CBT) programme;- The creation of contracting service opportunities for projects
	ii SPC nominated auditors (Government/SPC Audit);
iii Japanese Tax auditors (Japanese GAAP and Tax Law Audit); and	iv Internal Auditor

and on-going operations support; and- The long term job creation, market development and stability
creation for ADOC suppliers.

Indirect Economic performance

Since ADOC exports the crude oil to Japan, the indirect economic

ADOC does not formally measure the indirect economic effect ofbenefits have the potential to reach far beyond the UAE.

its activities at both local and national levels. However, the indirect
benefits include:

28

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Procurement
Procurement is an integral part of our economic strategy. We maintain strong relationships
with our suppliers and only acquire services and products from a list of vendors who meet
our specified quality standards.
• Simplify the procurement process for local suppliers;

are registered and pre-qualified. When a need is established by• Increase supplier capability to meet company standards	

Our pre-qualification process is stringent in which all vendors
the concerned department/end-user to procure a product or(e.g., skills training, training on health, safety and environment);• Assist supplier development (e.g., capacity building,	service, the Purchasing and Transport Department becomesinvolved in a stage-gate process where the qualified vendors aretechnical assistance or technology transfer, supplier network

approved by the Tendering Board and are notified to bid in adevelopment, diversification).

structured tendering process. Once vendors submit their offers
through separate technical and commercial bids, the bids areevaluated on a two-tiered scale. Offers are first evaluated basedon their technical acceptance; all offers that are not technically

WE MAINTAIN STRONGRELATIONSHIPS WITHOUR SUPPLIERS AND
ONLY ACQUIRE SERVICES
AND PRODUCTS FROM A
LIST OF VENDORS WHO
MEET OUR SPECIFIEDQUALITY STANDARDS.

In case of the unavailability of a suitable pre-qualified vendor
in the UAE, we invite international vendors to bid on a particular
product or service. 86.0% of our total spending on procurement

Figure 8 Value spent on
suppliersin 2012was on local vendors.

acceptable by the concerned department/end-user are excluded

from the second stage of evaluation. In the second stage, the offers
are evaluated on a commercial scale and a vendor is then selected.

Values spent on suppliers

Once an agreement is made on the scope of work, schedule, and22.9 Million

cost of service, the vendor is then contracted by us through a binding
contract. We take steps to suspend business transactions with trade
partners if they engage in wrongful acts, acts that infringe on humanrights, acts of environmental destruction and other behaviours thatrun counter to the aims of our Code of Conduct, and fail to make
improvements.

163.6
MillionAED

Our procurement practices are biased towards local vendors basedin the UAE; this is done in order to boost the local economy andcontribute to the Emirati community.
We also undertake measures to develop local supply chain,including actions taken to improve the participation of our local
suppliers. This includes efforts to:

140.7 Million

Value in AED spent on local suppliers

30

31

Value in AED spent on non-local suppliers

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 06

OUR ENVIRONMENT
Our vision is to maintain a balance between our environmental footprint and carbon intensity,and our business growth. We believe that environmental stewardship should be enforced andpracticed at all levels throughout the organisation.
Our environmental management system is embedded in all our

Department (SE) organisation structure was revised in the year 2012

operations which assist in achieving our vision. Due to the natureand the HSSE and the Security divisions have been merged to createof our business, we face major challenges in terms of environmental

the HSSE Division.

protection and conservation, resource usage, greenhouse gas
emissions, and waste management. Our development is dependent
on extracting resources from the environment and our growth

Our 2012 HSSE targets and objectives have been discussed in the‘Managing Sustainability’ section. We have been able to achieve ourtargets and hope to continue doing so in 2013.

relies on the crude oil that we produce and sell; therefore, we
owe it to our environment to protect and preserve it. Clear
environmental targets help us in monitoring, assessing, and reviewing
our performance; ensuring that we remain accountable for oursustainability commitments.

Management of Environmental Aspects
ADOC is committed to sustainable development and considers
the protection of the environment of operational areas as its social
responsibility. All necessary steps have been put in place to achieve
this objective in line with the relevant instructions from ADNOC

No non-compliances withenvironmental laws noted
in 201242% reduction in flaring in
the last 4 years

and other legal agencies. Our Health, Safety and Environment

HSE Department StructureManager

Environmental
Protection Division

Health, Safety,
Security andEnvironment (HSSE)
Division

Offshore HSSE
Division

32

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

HSE Department Targets for the year 2013
Our 2012 HSE targets and objectives have been discussed in thesection – Managing Sustainability. We have been able to achieve ourtargets and hope to continue doing so for the next year.

• Reviewing and improving HSEMS Performance;• Development of safety culture by lessons learnt from incidents;• Complying with ADNOC CoP, UAE law and International regulations;• Preventing incidents to achieve no-injury and no damage on assets;• Controlling operational risks at As low As Reasonably Practicable (ALARP) by conducting risk management;• Securing the integrity of assets;• Implementing Occupational Health Risk Management (OHRM) system effectively and improving working
conditions;• Minimizing the negative impact on the environment; and• Minimizing emission and wastes through effective monitoring

Figure 11
Total Indirect Energy Consumption (GJ)

Total Direct Energy Consumption (GJ)

Comparison of total Direct and Indirect Energy Consumption (2009-2012)
Total Direct Energy Consumption (GJ)

Total Indirect Energy Consumption (GJ)20

35

We aim to ensure full compliance with all applicable environmental laws and also aspire to
perform with greater efficiency to be in line with the ADNOC Codes of Practice (CoP).

15

25

Value in ‘000 GJ

Compliance with Environmental Laws

Value in ‘000,000 GJ

30

20
15
10

10
5

5
2009

2010

2011

2009

2012

Year

2010

2011

2012

Year

Energyconsumption for the years 2009 – 2012. A significant rise in energy

principle, we are at present monitoring the energy use only and are

consumption figures was noted between the years 2010 and 2011

monitoring it on an annual basis. This helps us understand, where wedue to a change in our data reporting mechanism.

can improve and reduce our carbon footprint. We are also pursuing

In 2012 there was a 7.8% decline in our direct energy consumption

the use of renewable energy sources, such as solar power, and havein comparison to the previous year, whereas, for indirect energy, aexisting solar power systems installed to power electrical equipment

19% increase in use was recorded between 2011 and 2012. ADOC

at our Abu Dhabi office. In 2012, 34 GJ of renewable energy washas developed an energy conservation initiative with the aim ofgenerated through this initiative.

reducing energy usage in 2013 and onwards.

34
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Energy efficiency and management ofenergy is one of our main performancemeasurement areas. Therefore we
strive to minimize energy intensity in
our operations in order to reduce ourcarbon footprint and to utilize goodbusiness sense in optimizing resource
consumption.

Since 2012, ADOC has been involved ininitiating the Energy Management System
International Organisation for Standardisation(ISO) 50001 - Gap Analysis and Implementation
study. The ISO 50001 system is targeted to be
implemented within ADOC operations by theend of 2013. Further to this, ADOC has also
initiated the following energy saving studies:

We have been using various energy
management initiatives since 2009. This
demonstrates our on-going commitment
to sustainable resource consumption.
Currently our Energy Management
team is being re-organised in order toprovide a focused approach towards thisimportant aspect of our initiatives.

- Ceramic Coating for Existing Heater Tubes;- Energy optimization in existing pumps andcompressors (e.g. impeller cut, invertersetc.);- Energy saving initiatives for future
installations.
	

The following graph shows a comparison of direct and indirect

efficiency by reducing consumption and losses at source. To meet this	

Our primary energy management principle focuses around energy

Energy Conservation in ADOC	

Direct and indirect energy are consumed in order to run our operations. Direct energy is
generated by us while the indirect energy is either imported or consumed from external sources(e.g. Abu Dhabi Water and Electricity Authority - ADWEA).

35
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Climate ChangeSOxCO2, NOx, and CH4 from our own power generator, combustion

GHG Emissions (CO2 eq)

25,000

Value in tonnes

30,000converting to tonnes of CO2 equivalent values based on the Global
Climate Change (IPCC) 4th Assessment Report 2007 (100 year
Time Horizon). Our indirect GHG emissions calculations have been
based on the International Energy Agency (IEA) Report on the CO2Emissions from Fuel Combustion (2010 Edition).

Value in ‘000 CO2 equivalents

Warming Potential (GWP) values as per the International Panel on

400

VOC

120

35,000GHG Emissions
500

VOC Emissions (in tonnes)

40,000

Our direct GHG Emissions data include annual emissions ofprocesses and flaring. The values were computed based on

100

20,00015,00080

60

40
10,000

300

20

5,000

200

2009

2010

2011

0

2012

2009

2010

Year

Reduction of 16,163 tonnes of CO2
equivalents. In comparison to 2011
figures, it is three times more.

100

Year

2011

2012

Waste
2009

2010

Year

2011

ADOC produces hazardous and non-hazardous waste as a result of our operations in the CFP
and Mubarraz Island. Wastes are produced during the construction, start-up, commissioning,
operation and maintenance of our facilities.

2012

Other air emissions are generated on our facilities through power

Hazardous wastes primarily include Asphaltine and Petroleum

Quantities of hazardous and non-hazardous wastes produced at

generator from our operations. The most significant emissions that

Hydrocarbon (PHC) sludge. Non-hazardous wastes include food cans,

ADOC facilities in 2012 are 3,591 and 93 tonnes respectively. Out

we monitor on a yearly basis are Nitrogen Oxides (NOx), Sulphur

glass bottles, glass sheets, wood waste (wooden pallets, hardboard,of the 93 tonnes, 74 tonnes of food wastes are being incinerated on

plywood), kitchen/ food waste, office waste (paper and cardboard),site and 19 tonnes of municipal wastes is being sent to the municipal

and Polyethylene Terephthalate (PET bottles). We manage our wastes

waste facility for treatment. The maximum amount of hazardous

due to their Global Warming Potential (GWP) and detrimental

in conformance with ADNOC CoPs on Waste Management and with

wastes disposed off to the BeAAT is PHC sludge. Our municipal waste

health effects. The following graphs show the quantities of non-CO2

due regard to Abu Dhabi & UAE Federal Regulations. The waste types

generation has decreased steadily over the last three year period

emissions (2009-2012).

and the current method of disposal have been tabulated below.

due to our awareness campaigns at site. No reportable oil spills were

Flaring Pattern (2009-2012)

Non-CO2 emission (2009-2012)

Waste Disposal Methods

Flared gas volume (m3)NOx Emissions (in tonnes)

Flare Management within ADOC
Continuous flaring is not undertaken in ADOC and flaring only
occurs as a result of any emergency. The total volume of flaredhydrocarbon for the year 2012 is 4,228,499 m3. The following graphs
show a comparative analysis of our flaring patterns in our sites(2009-2012).

Oxides (SOx), Volatile Organic Carbon (VOC), and Methane.
These are monitored along with Carbon dioxide (CO2) emissions

8,000
7,000

recorded for any ADOC activity (2012).

NOx

5,000
4,000
3,000

477

Asphaltine, PHC sludge, tube lights, waste oil, chemical buckets,

Transported to BeAAT (Central Environmental Protection Facilities)

ethylene glycol, etc.

through ESNAAD for treatment and disposal. ADNOC ensures that
all hazardous wastes are properly managed and disposed to BeAAT,
Ruwais.

474

Non-hazardous waste

473

Food cans, glass bottles, glass sheets

Transportation to ESNAAD and disposal by ESNAAD.

472

Wooden waste (wooden pallets, hardboard, plywood

Temporarily stored and handed over to authorised waste recyclers.

Kitchen/ food waste, office waste (paper and cardboard), PET

Incinerated at Mubarraz Island.

471

2,000

bottles

470

1,000

Bio-medical waste

469

2010

Year

2011

2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Our bio-medical wastes from the offshore facilities reach Abu Dhabi
field office from where the wastes are collected and handed over tothird party authorised waste handler every month.

468

2009

DISPOSAL METHOD

Hazardous Waste

475
Value in tonnes

Value in ‘000 m3

WASTE TYPE

478

476

6,000

36

SOx Emissions (in tonnes)

Value in tonnes

We abide by ADNOC’s zero flaring strategy and in addition, have initiatives and projects inplace to reduce our overall operational Green House Gas (GHG) emissions. Zero emissions ofozone-depleting substances were recorded from our sites in the year 2012.

2009

2010

2011
Year

2012
* ESNAAD is a wholly owned subsidiary of ADNOC and offers state-of-the-art facilities for the Offshore and Onshore Oil and Gas Industry

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 201237

Cleaning Campaign in Mubarraz Island

From July 2012, every week cleaning campaigns are conductedin Mubarraz Island. In this initiative, a team comprising ofaround 40 HSE personnel devote one hour of their time
(8am – 9am) every Friday towards cleaning the shorelines.

22 such campaigns weresuccessfully completed in
the year 2012.

Materials
The way we reported our material consumption in our core operations has changed over theyears in accordance with ADNOC requirements. For the years 2009 and 2010, chemicals, fuel andcrude oil were considered as materials. However, the definition changed in 2011 and we reported
associated gas consumed as fuel also in addition to chemicals, fuel and crude oil. In 2012, there wasanother change in reporting requirements and the total materials consumed include chemicals,
fuel and associated gas consumed as fuel. The following table displays the material consumed in2012. There were no materials recycled in the year 2012.

Biodiversity
ADOC has been operating offshore oil fields for 45 years and will continue to do so in the future,and recognize that active conservation of the UAE marine environment is crucial for achieving
sustainable oil field development. We are committed to the conservation of natural resources,
ecosystems, wildlife and wildlife habitats.
Our biodiversity related initiatives include Mangrove Plantation,
Preservation of Osprey, Green Campaign with wild plantation,
Preservation of Coral, and Sea Grass Transplantation. These initiatives
have been actively conducted for many years, with particularemphasis over the past few years which have resulted in significant
benefits to our environment.

Material Consumption in 2012
MATERIAL TYPE

38

WEIGHT IN TONNES (‘000)

Chemicals

3.3

Fuel

1.8

Associated gas consumed as fuel

83.5

TOTAL

88.6

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 201239
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Water Withdrawal

Caring for theenvironment we
operate in

We have made some changes in the way we have been reporting water discharges in our previous
report. We have captured cooling water and brine water from reverse osmosis outlet underprocess effluent discharges.
For the year 2012, 1,003,408 m3 of water was discharged into the sea and 1,456,385 m3 of produced water was also disposed into thedeep injection wells as per the ADNOC CoP.
Water discharge volumes (in ‘000 m3)

Zero Discharge of Wastewater
Water produced from wells and discharged from theprocessing facilities must be disposed of in a safe manner.
In order to achieve this, we have implemented a ‘waterdisposal project’ in which we have realised zero releaseof wastewater into the environment. After removing
oil from formation water and processing wastewater,
it is injected into an underground formation through awater disposal well located adjacent to the new jetty at
Mubarraz Island.

2009

2010

2011

2012

Produced water discharged to
injection wells

1,272

1,385

1,321

1,456

Water and process effluent
discharges

2,090

979

984

1,003

Water withdrawal pattern (2009 – 2012)
Water Withdrawal (m3/yr)
300
250

Mangrove Preservation Project
We understand the environmental importance of mangrove forests
which provide shoreline protection, maintain the water quality, filter

ADOC carried out monitoring of transplanted sea grass in various

Value in ‘000 m3

All produced water is monitored periodically and reinjected into deep wells. ADOC re-uses effluent fromthe Sewage Treatment Plant (STP) at Mubarraz Island
for irrigation purposes in conformity with ADNOC
discharge limits. Effluent from the STP at the CFP isdischarged to the sea in conformance with international

Water Consumption (m3/yr)

200
150
100
50

requirements.

02009

sites in June 2012. It was confirmed that the sea grass has taken root

2010

Year

2011

2012

and that propagation has occurred, which is a positive development.

Other than the above, since 2007 ADOC has been carrying out

Environmental Impact ofTransportation

Environmental impact of productand services

research for the purpose of greening the islands through theTransportation activities within ADOC includes transport of

Tankers loaded with crude oil at Emirate of Abu Dhabi navigate‘Greening Campaign of Wild Plants’ initiative. Wild plants growequipment, materials and personnel. We use vehicles, planes,

the Indian Ocean and deliver the oil to Japan. However, ADOC’s

82,478 plants were planted in the year 2012. The planting began innaturally in the typically dry, highly saline environment of the coastal

helicopters, and vessels as transportation mechanisms. Currently, we

responsibility is completed post the safe loading of the crude oil

March 2012 and was completed by May 2012. Furthermore, theareas and islands of Abu Dhabi. ADOC planted Zygophyllum seedling

do not have any policy in place to reduce our footprint resulting fromat the SPM facility. Hence this section is not applicable to ADOC’s

investigation of Mangrove vegetation and planting guidance wasin the examination garden, which is located near to the mangrove

transportation; however, we carry out regular preventive maintenance

operations.

carried out with a Japanese specialist in March 2012.

nursery, in January 2012. More than 50 sprouts were identified inof our transportation fleet to preserve their fuel efficiency.

pollutants and control erosion. The mangrove plantation programme
was initiated in Mubarraz Island and ARST areas in 1983. Since then,we have expanded the scale of the plantation over the years andbegan the second phase of plantation in 2005.

Coral and Sea Grass Preservation Project

Wild Plantation

March 2012.

Since 2004, ADOC has been involved in investigating the possibility

Osprey Preservation Projectof propagating coral at Mubarraz. In June 2012, ADOC carried out

Monitoring and preservation of the osprey inhabiting Mubarraz Island

monitoring of coral egg settling and 586 coral fragments whichhave been continuously carried out since 2005. A total of 17 artificial

had been transplanted to the transplantation bases. More thanosprey nests were installed around Mubarraz and west Mubarraz

50% of these corals identified grew during the monitoring period.

islands since 2007. Two new wooden artificial nests were installed in

Furthermore, corals transplanted to non-coral and sea-grass areas

West Mubarraz in April 2012. The annual trend indicates stability inlocated north-east of Mubarraz island was also seen to have a 100%

the number of osprey being observed.

survival rate.

40
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Environmental Impact of transportation
Environmental impact

Logistic purposes
Road

PlanesHelicopters

Vessels

Kilometres travelled

4,192,360

80,05078,725

1,488,012

Energy use (GJ)

11,63961

7,756

247,404

Emissions of NOx (tonnes)

13

0

3

400

Emissions of SOx (tonnes)

1

0

1

41

Emissions of CO2 (tonnes)

1,044

10

646

21,137Weight of wastes produced (tonnes)

0

0

0

0

Spills (m3)

0

0

0

0

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 201241

SECTION 07

HEALTH & SAFETY

We strive for the highest standard of safety and are committed to a workplace that is freefrom injuries (i.e., zero harm) through the effective management of risk. While physical healthand safety make up the foundation of our safety model, psychological and social health is also
considered to be equally important by us.

We manage safety by:

	

	

	

• Implementing the HSEMS expeditiously• Promoting safety management as an integral part of all our activities• Reviewing our systems, procedures periodically• Conducting awareness training for our employees

Safety Statistics
We assess and monitor our safety
performance through several parameters
as defined in ADNOC CoPs, such as:reported quarterly, as well as annually. Our incident statistics show
a reducing trend and we have taken initiatives to further reduce thelikelihood of our employees being harmed at work.
We recorded no significant safety incidents in 2012, indicating thatthe implemented system, policy and procedures are effective and that
we are achieving continuous improvement in this area.

• Number of Fatalities• Lost Time Injuries (LTI)• Lost Time Injury Frequency (LTIF)• Total Recordable Incidents (TRI)• Incident Severity Rate (ISR)• Restricted Work Day Cases (RWDC)• Medical Treatment Cases (MTC)• No work related fatalities for employees
or contractors recorded in the last 6 years• No LTI’s recorded in the last 2 years

Improvement targets are reviewed regularly and the progress is

42

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ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Our Safety Performance Summary(2007-2012)
HSE Performance Summary
Parameter
Fatalities

Organization

2007

2008

2009

2010

2011

2012

Tentative KPI

ADOC

0.0

0.0

0.0

0.0

0.0

0.0

< 0.0

Contractor

0.0

0.0

0.0

0.0

0.0

0.0

< 0.0

Lost Time
Incidents

ADOC

0.0

1.0

0.0

0.0

0.0

0.0

< 1.0

Contractor

2.0

2.0

1.0

1.0*

0.0

0.0

< 2.0

Lost Time Injury
Frequency

ADOC

0.0

3.5

0.0

0.0

0.0

0.0

< 0.5

Contractor

1.4

1.6

0.7

0.7

0.0

0.0

< 1.0

Total Reportable
Incidents

ADOC

0.0

1.0

0.0

0.0

0.0

0.0

< 1.0

Contractor

10.0

2.0

1.0

1.0

0.0

0.0

< 1.0

Incident Severity
Rate

ADOC

0.0

24.3

0.0

0.0

0.0

0.0

< 5.0

Contractor

74.9

66.3

4.2

4.9

0.0

0.0

< 5.0

ADOC

0.0

1.0

0.0

0.0

2.0

4.0 c

< 5.0

Contractor

14.0

7.0

1.0

7.0a

5.0b

3.0d

< 5.0

96

124

197

322

364

325

360

Minor Accidents

Near Miss Reports [all]* – This Lost Time Incident was reported from the Rig Operator ENSCO during the month of September 2010a – These include incidents from Al Falahi (4), Delaters (1), Noble (1), Gulf Maritime Services (1)b – These include incidents from Al Falahic – These include first aid case (1) and property damages (3)d – These include first aid cases from Dhabi Drilling (1), Al Wasit (1) and property damage from Abu Nasir (1)HealthOur Medical doctor is responsible formanagement of the various medical andoccupational issues within ADOC. Healthmanagement is governed by the following:• Company Policies such as Medical,
Housekeeping and Infection Control
policies;• ADNOC CoPs;• HAAD (Health Authority of Abu Dhabi)
Regulations

LTIFR trend (Last 5 years)



LTI trends (Last 5 years)

No occupational
injuries and illnesses
recorded in 20123

Contractor

ADOC

4
3.5
3

2



2.5



2
1.5

1

ADOC
Contractor

1
0.5

0
2008

2009

2010

2011

2012

Year

We have three clinics in Abu Dhabi office, Mubarraz and CFP
facilities. Every year the Abu Dhabi Clinic is audited by HAAD

0

2007

99% of scheduled
emergency drills
completed

2007

2008

2009

2010
Year

2011

2012

for compliance with local regulations; while MUB and CFP
Clinics are considered as satellite clinics.

44

45
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

The following occupational health related services were undertaken

Implementation and review of this newly added service is currently

in the past year:

being carried out in order to assess its effectiveness. An Operating• Medical Surveillance – An audiometry and pulmonary function
testing programme commenced in 2012. As an extension of theseControl Procedure Manual for the ambulance has also been
implemented.
• Basic and advanced first aid training for rescue personnel at theimplemented. A “Benzene & Isocyanate Monitoring Program” hasoffshore site – The training programme though initiated in 2012,

been proposed for the employees (of both ADOC & contracted

will take place in 2013. Through this training the offshore rescuecompanies) who are exposed to such hazards. The project has

personnel will be proficient in the first aid course.
• Heat Stress Campaign – Heat Stress Campaign was conducted

been initiated and will be completed in 2013.



programmes, medical surveillance of contractors has also been

• Expansion of the Healthcare Facility in Mubarraz (Clinic)- The

at all ADOC sites successfully. The campaign comprised of a basic

programme of expansion of the Mubarraz clinic was undertaken

level of prevention of heat-related illnesses predominantly during

and completed in October 2012. The clinic now has a capacity

the summer season.

modifications such as improving access arrangements for theambulance.
• Ambulance Service to Mubarraz Island – This service has been

• Chicken pox vaccination – Following some chicken pox cases into accommodate more patients. There have also been some vital

CFP, vaccination of all CFP Staff members was completed in during
September 2012.Since then; there have been no recorded cases ofChicken Pox at the CFP.

deployed in anticipation for any health-related emergency.

Heat Stress Campaign
Emergency Management

Security

ADOC has a Emergency Preparedness Plan which would be

The SE Manager is the Head of Security in the Abu Dhabi office while

activated in the event of an emergency incident in any ADOC

the operational sites are under the supervision of Critical Infrastructure

operations. This is the basis for response to incidents that may occur

and Coastal Protection Authority (CICPA).

at Mubarraz offshore oil field facilities, CFP and Abu Dhabi.
All relevant personnel concerned with the operations are familiar
with the contents of this document. In the event of an incident,
it shall be consulted as a means of implementing the appropriate

The security management system manual along with additional 11
procedures have been developed and finalized in the year 2012, but
implementation will be initiated in 2013.

response procedure.
The General Manager, ADOC (through SE Manager.) is responsible
to ensure that this Emergency Preparedness Plan is in place andoperable and that selected personnel are trained to act as a teamunder the Incident Commander. The SE Manager is responsible for
ensuring that the Emergency Preparedness Plan is updated and that
regular emergency response drills are carried out at the facilities toensure that all operational personnel are aware of their duties in theevent of an emergency. The following table represents the number of
emergency drills conducted in 2012.

Emergency Drills Conducted in 2012
Number of emergency drills conducted% of emergency drills completed as per schedule

Employees

Contractors

Total

Employees

Contractors

Total

52

147

199

100

96

99

46

47
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 08

ADOC is committed to identifying HSE hazards/aspects and managing its risks/impacts within
its operations to the level of As Low As Reasonably Practicable (ALARP) in compliance with
ADNOC Codes of Practice, UAE Laws & Regulations, applicable International Standards and theBest Practices in the industry.
• Improving the Hazard Identification and Risk Assessment System;

element of HSEMS and is part of ADOC’s overall management• Improving the Performance of the Critical Integrity Activities for all

The Asset Integrity Management System (AIMS) is a required sub
system. The AIMS provides a set of elements aimed at assuring suitable

E & S lifecycle phases;

performance for Equipment and Systems through the Service Life

• Improving the Handover between Project Phases;(Working Life). They ensure that processes are in place to confirm that

• Improving the Performance of Environmental and Safety as Barriers

all ADOC assets are fit for service and for maintaining functional andto the progress of Major Hazards to Major Accidents and Losses.

structural integrity throughout the full lifecycle.



ASSET INTEGRITY

In 2011, the AIMS Manual Procedures (Phase I) were developed in

We need to sustain the License-to-Operate, improve the Operational

ADOC. In 2012 a comprehensive study was done for the improved

Reputation and Business Continuity, and reduce future Occupational

development of AIMS Manual Procedures (Phase II). Phase III,and Environmental Liabilities. To contribute to the satisfaction of those(i.e. the implementation of the AIMS to all assets) will be undertaken

needs the AIMS aims at reducing the number and the severity ofin the year 2013.

failures of infrastructure, systems and equipment.
For achieving objectives on Health, Safety, Environment and BusinessContinuity, Asset Integrity is a key factor. On the other hand, Asset
Integrity is strongly dependent on the performance of some Critical
Equipment and Systems. Health, Safety and Environment Critical
Equipment and Systems (HSECES) aim at protecting people and theenvironment, and Other Critical Equipment and Systems (OCES) aim
at maintaining Business Continuity by improving productivity and quality.

Progress of AIMS in ADOC

1

2011
PHASE I-DEVELOPMENT OF AIMSMANUAL AND PROCEDURES

22012
PHASE II - IMPROVEMENTOF AIMS MANUAL AND
PROCEDURES.

3

2013
IMPLEMENTATION(TO BE PLANNED)48

49
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

SECTION 09

OUR PEOPLE
ADOC has a Human Resources and Development Department (HR) and an
Administration Department (AD) who are mainly responsible for the benefit,
welfare and training of our people.
Workforce
We engage in fair and equitable hiring activities that are based
solely on aptitude and abilities and respect the fundamental
human rights of job applicants. The number of full-time employees
increased from 138 to 167 (21% increase) by the end of 2012.
The increase in full time employees demonstrates ADOCs
understanding of the importance of investment in human capital.

13 UAE Nationals wereapplied in the Competency
Based Training (CBT)
programme in 2012

Total Full Time Employees
170
165

Number of workforce

160
155
150
145
140
135
Fulltime Employment

130

0
2010

2011

2012

Year

50

51
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Training and Development
Well-trained employees are vital to the long-term success of any business and hence at ADOC,
the Training and Development of our staff is a key priority. We realise that training programmes
allow employees to address specific weaknesses in order to strengthen both their technical andnon-technical workplace skills, thus ensuring a well-rounded and adaptable workforce.
A Training Needs Analysis is carried out for all our employees by theTraining Department in collaboration with Training co-ordinators ofeach department. During this exercise, the feedback on the various
individuals’ performance levels and their deficiencies are analysed.
Based on this review, the training requirements are identified and alist of soft/ behavioural skills is formulated. The training courses arethen prioritised based on the maximum number of requirements
noted for a particular skill. A training schedule is then drafted andshared with employees.
Other than the above, we also arrange for trainings in technicalcourses based on the recommendations received from therespective departments.

Emiratization

Equality and Diversity
ADOC aims to retain employees by offering a comprehensive benefits package. Full-time
employees are entitled to life insurance, healthcare insurance, disability coverage, parental leave,
study leave, retirement provision and education assistance.
Although working in a heavily male dominated sector, ADOC
continues to work towards attracting female talent into thePercentage breakdown of employees
by region of origin

workforce. At the end of 2012, ADOC’s workforce was 90.4 % maleand 9.6% female. ADOC also ensures that there is equality between
male and female salaries. No cases of discrimination, forced labour,or child labour have been reported in the year 2012. Engagement

ADOC as one of the operating companies in the Emirate of Abu
Dhabi, is in line with the promotion of the Emiratization programme.
ADOC strongly promotes training and competency development
programme for all Emirati employees.
We attend various career fairs and exhibitions in order to showcase
ADOC as a company and also to attract National talent throughthese fairs. Over the last three years, professionals from the HR
Department in collaboration with our technical departments have
travelled across several Emirates to conduct promotional andrecruitment activities.

1

no collective bargaining or union arrangements are permitted under
the UAE labour law.
Although ADOC is a partnership between the United Arab Emirates
and Japan it has been able to attract global talent. The current

Training Needs Analysis

breakdown of employees by region of origin:

100%

Throughout its years of operation ADOC has realised how various
ethnicities and age groups enrich the organisation and provide a
positive working atmosphere which enables ADOC to meets its
operational targets.

turnover rate of 14.4%; a 10% increase to that reported in 2011.
One of the reasons for this was the retirement of many of oursenior employees. However, ADOC has planned many future52

initiatives in an endeavour to retain its talents. There were also 31
new hires in the reporting year.

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

This programme has been especially designed for UAE Nationals.
ADOC has developed a strategic business objective to implementa Competency Based Training Management System to ensure thatthe organization remains competitive in the global energy industry.
Specifically, the System 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.
The System is implemented through the Competency Based Training
Programme (CBTP) - a structured training programme, which will
be utilized by personnel as a guide to attaining the competencies
required to fulfil their current role within the company. The CBTP will
be based on ADOC’s core competencies which are Business, HSE,
Personal and Behavioural, and Job-Specific competencies. The CBTP
contains specific details concerning the competencies required foreach 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.

Training Needs Process

relations are managed by our Administration (AD) Department as

In 2012, 24 persons left the company, representing an employee

Competency Based Training Programme (CBTP)

59.3%

Feed back andfollow up

6

2

Identification ofrequired trainings

Implementing thetraining

5

3

Prioritising basedon maximim
requirements

Developing
training schedule4

Improving Communication in ADOC
ADOC understands the criticality of effective communication
within its employees especially at sites in order to prevent
accidents and injuries. Recognising the need for a common
language of communication within the team, ADOC has
appointed a full-time English teacher for its offshore operations.
All Nationalities are provided with assistance to improve on theirEnglish Speaking and writing abilities for which a full time English
language Instructor has been hired on a one year contract basis
to enable the trainees to acquire the required English language
proficiency. The Instructor is based offshore at Mubaraz & CFP.
Besides this, a one-to one English Language program is also
conducted in Abu Dhabi Office.

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 201253

ADOC participates in Institute of Applied Technology (IAT) Career
Exploration Day and Higher College of Technology (HCT) Employment
Expo
In February 2012, ADOC participated along with TOTAL
ABK, TOTAL ABK Academy and BUNDUQ at the IAT career
exploration day. In the months of June and July, written tests
were conducted for the IAT students and the shortlisted
candidates were interviewed. Based on the interviews,
contracts were signed with the successful candidates.

In April 2012, approximately 400-500 fresh graduates andexperienced alumni from HCT took part in the HCT
Employment Expo. This was in addition to younger students
who were encouraged to attend in an effort to explore career
options and opportunities for sponsorship.

Number of students met

Abu Dhabi

RAK

Dubai

Al AinFujairah

Grade 12170 hrs

127 hrs

241 hrs

105 hrs

94 hrsGrade 11210 hrs

133 hrs

209 hrs

143 hrs

100 hrs

Companies

42 hrs

41 hrs

68 hrs43 hrs48 hrsPerformance Review and Appraisal
All of our fulltime employees receive annual performance and career development reviews as afollow-up regarding their career development plan over the duration of their employment.
The total training hours delivered to the employees in 2012 is 4,086. The average number of training hours delivered to employees in grades 7
or below is 517 hours, in grades 8-17 is 65 hours and grade 18 and above is 110 hours.

Cost of Training
Number of CBT Trainees/position
6

Number of Trainees

Cost in ‘000 AED

5Training andDeveloping
our Staff

4
3
2
1
0
Engineers

54

Year

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Operators

Mech. .
Elect Tech’s.

HSE
Officer

Position

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 201255

SECTION 10

OUR SOCIETY

ADOC recognises the need to work together with partners, stakeholders and competitors tomaximise our sustainability credentials. With our core business, we understand that we have an
impact on societal development.
At the same time, we depend on social conditions and an innovation-

Japanese language to Grades 10 and 11 boys and girls, three days/

friendly business environment. We understand the importance toweek after school hours. The students are extremely committed tocontribute to society’s future viability and create value in diverse

studying the Japanese language, culture and customs and the firstways throughout the oil and gas sector. Within the scope of ouracademic year of the programme concluded successfully beyondsocial commitment, we make targeted investments in the areas

expectations in June 2012. In July 2012, the students participated in

education, health and employee well-beings. This commitment is ana study abroad programme in Kyoto, Japan for two weeks. During

integral element of ADOC’s corporate culture.

their stay in Kyoto, they studied several academic subjects based on

We are committed to positively contributing to the quality of life of
our workforce, their families, as well as the communities and society
in which we operate and conduct business. Supporting a socially
responsible workplace with a global diverse workforce creates aculture of collaboration essential to innovative economic growth andsustainable operations and society.

the curriculum of Ritsumeikan Uji High School alongside Japanesehigh school students. After school hours, the UAE students actively
participated in sports and cultural activities and visited some wellknown Japanese factories where they observed the manufacturing
process of high-tech Japanese products. Through the study abroad
programme in Japan, ADOC believes that the students’ interest in
the Japanese language and culture was certainly enhanced. Although

We improve everyday life through the support of education andthe programme is in the early stages, we hope that in the future

human services.

UAE students will further strengthen the bilateral relations between

Japanese Language Teaching Programme in Applied
Technology High School (ATHS)

the UAE and Japan based on their profound understanding of theJapanese language, culture and through their close interaction in theareas of science and technology.

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 educationalorganizations, namely ATHS.
A memorandum of understanding was signed on 22nd May 2011 by
the representative of ATHS and the representatives of Cosmo Oil
Co., Ltd., ADOC and Ritsumeikan University with the objective ofconducting the Japanese Language Teaching Programme (JLTP) in the
ATHS, Abu Dhabi premises as of the school year starting September
2011. The JLTP which was initiated in April 2005, started in one of
Abu Dhabi’s elementary schools in the 2007 school year for a periodof 3 years.

Supporting
educational
initiatives

In ATHS, the current JLTP objective is targeting a higher level of
Abu Dhabi students with technical backgrounds to teach them
the Japanese language and to introduce them to the Japaneseculture. Two female Japanese teachers are currently teaching the56

57
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

Nurturing
the younger
generation

ADOC Chaired Professor in Petroleum Institute (PI)In commemoration of ADOC’s 40th anniversary, ADOC established

Member of UAE–Japan Association for Youth
Development and Exchange’s Education Initiative

through the Petroleum Institute (PI), a Chaired Professor contribution

ADOC in collaboration with the UAE–Japan Association for Youthto the Petroleum Geosciences Department. This contribution was

Development and Exchange (Non-profit Organisation registered ingiven the name “ADOC Chaired Professor Fund” and the purpose

Japan) is supporting the Educational Programme for UAE Nationalof this fund is to sponsor the manpower requirement and thechildren at the Japanese School in Abu Dhabi together with Japanese

research costs of one highly qualified Chaired Professor in the

Government, Abu Dhabi Education Council (ADEC), the Governing

Petroleum Geosciences Department or the Petroleum Engineering

Board of the Japanese school and the Japanese Kindergarten in Abu

Department at the PI and to contribute to the improvement of

Dhabi. In the school, Japanese and UAE children with their varying

educational programs for geosciences or petroleum engineering

backgrounds and customs – study with each other as friends. The

in Abu Dhabi. The fund was created by ADOC and the program

Kindergarten offers specialised educational programmes exclusively for

was implemented on 1st January 2010 for a period of 5 years. The

the National children to learn the Japanese language, Japanese culture,

programme is currently on-going and the present Chaired Professor

simple mathematics and social behaviour which enables each child toat the PI is Professor Sadoon Morad, a Professor in the Geosciencesdevelop his/ her full potential for entering into the Japanese school.

Department.

58

59
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

GRI INDEXGRI Indicator Page/Description

GRI Indicator

Page/Description

GRI Indicator

STRATEGY AND ANALYSIS

EN1235 - 37

4.6

Collective bargaining

1.1

03

EN13

35 - 37

1.2

This is captured throughout the report. Eachsection of the Report provides details of risks,
impacts and opportunities related to the specificelements of ADOC operations.

EN14

35 - 37

ADOC’s Legal Division is responsible for ensuring
their operations and activities are in compliancewith the law and that any conflicts of interest are
avoided.

EN15

35 - 37

Through procedures set by our Human Resources
Department and in consultation with our Tokyo
Office.

HR6

GRI Indicator

Page/Description

Emissions, Effluents and Waste

ORGANISATIONAL PROFILE

EN16

31 - 32

2.1

6 - 13EN17

31 - 32

2.2

6 - 13

EN18

31 - 32

2.3

6 -13

EN19

31 - 32

2.4

6 - 13EN20

32 - 33

2.5

6 - 13

EN21

38

Commitments to External Initiatives

2.6

6 - 13

EN22

33

4..11

14 - 16

2.7

6 - 13

EN23

35

4.12

None

2.8

6 - 13

EN24

None

4.13

22 - 23

2.9

10, 28EN25

35 - 37

Stakeholder Engagement

2.10

13

Products and services

4.8

14 - 16

4.9

18 - 20

4.10

This is done through our Tokyo Office. ADOC
endeavours to provide information on thisindicator in our future reports.

Not permitted in the UAE

Child Labour
18-19

Forced and Compulsory Labour
HR7

18-19

Security Practices
HR8

Security for ADNOC’s onshore and offshore
facilities is provided by the Critical Infrastructure

Indigenous Rights
HR9

No incidents/ complaints

Assessment and Remediation
HR10

No human rights reviews and/or impact
assessments performed in 2012.

HR11
SOCIETY

4.14

21 - 22

DMA

53-54

REPORT PERAMETERS

EN26

Not Applicable

4.15

21 - 22

Report profile

EN27

Not Applicable

4.16

21 - 223.1

4-5

Compliance

4.17

21 - 22

3.2

4-5

EN28

3.3

4-5

Transport

3.4

4-5

EN29

39

Economic performance

Report scope and Boundary

EN30

26 - 27

EC1

24

3.5

4-5

LABOUR PRACTICES

EC2

3.6

4-5

DMA

No study has been conducted for the implicationsof climate change

3.7

4-5

Employment

EC3

Per the UAE government requirements

3.8

4-5

LA1

48 - 49

EC4

3.9

4-5

LA2

48 - 49

Market Presence

3.10

Any restatements have been identified within thereport.

LA3

48 - 49

EC5

LA15

100%

EC6

25

Anti-Competitive Behaviour

Labour/Management Relations

EC725 - 26, 50 - 51

SO7

LA4

Indirect Economic Impacts

ComplianceEC825 - 26SO8

25 - 26

PRODUCT RESPONSIBILITY

3.11
GRI CONTENT INDEX
3.12

55
LA5

Assurance
3.13

4-5

29

DMA

48 - 49

Collective bargaining agreements are not permitted
in the UAE under Federal Law.
None

Occupational Health and Safety

EC9
DMA

LA7

40 - 44

Materials

18 - 20LA840 - 44

EN1

18 - 20LA9

Trade unions do not exist and are illegal
in the UAE.

EN3

29 - 33

EN4

29 - 33

EN5

29 - 33

EN6

29 - 33

EN7

29 - 33

Water
EN8

37 - 39EN9

37 - 39EN10

37 - 39

Biodiversity
EN11

LA10

50 - 52LA11

50 - 52LA12

50 - 52

Diversity and Equal Opportunities

24

SO9

None

SO10

None

24
UAE has no minimum wages

Corruption
SO2

None

SO3

Currently no formal anti-corruption training

SO4

Not Applicable

SO5

None

SO6

None
No such cases recorded
No fines for non-compliance

Customer Health & Safety

GovernanceTraining and Education

All ADOC operations are subject to a structured
Health, Safety and Environment Impact Assessment(HSEI A) process that covers the duration of theoperations' lifecycles.

DMA

Governance & Commitments

EnergySO1

ENVIRONMENTAL

40 - 44

4.2

Community

ECONOMIC

LA6

4.1

60

4.7

HR5

Page/Description

28 - 29

Not Applicable

PR1

Not Applicable

35

PR2

Not Applicable

EN2

None

Product and Service Labelling

LA14

1:1

PR3

Not Applicable

PR4

Not Applicable

PR5

Not Applicable

HUMAN RIGHTS
DMA

18 - 19

Investment and Procurement

Marketing Communication

HR1

ADOC adheres to ADNOC’s ethical policies,
which include human rights considerations.

PR6

Not Applicable

PR7

Not Applicable

HR2

ADOC adheres to ADNOC’s ethical policies,
which include human rights considerations.

Customer Privacy

Covered as a part of the training of Code of Ethics.

LA13

18, 50 - 52

LA1318, 50 - 52

4.3

18 - 20HR3

4.4

18 - 20

Non-discrimination

4.5

ADOC endeavours to provide information on thisindicator in our future reports.

HR4

No incidents of discrimination

PR8

Not ApplicableCompliance
PR9

Not Applicable61

35 - 37

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012

GLOSSARY OF TERMS%

Percentage

ADESCO

Abu Dhabi Emergency Support Committee
for Offshore Operators

HSSE

Health Safety Security and Environment

IAT

Institute of Applied Technology

ADOC

Abu Dhabi Oil Co., Ltd. (Japan)

IEA

International Energy Agency

ADNOC

The Abu Dhabi National Oil Company

IPCC

International Panel on Climate Change

ADNOC EH&S

The Abu Dhabi National Oil Company
Environment, Health and Safety Division

ISO

International Organisation for Standardisation

IUCN

International Union for Conservation of
Nature

	

	

	

HSEMS

	

Degree Celsius

	°C

Health Safety and Environment Management
SystemAED

United Arab Emirates dirham

JLTP

Japanese language Teaching Programme

AIMS

Asset Integrity Management System

KPI

Key Performance Indicator

ALARP

As Low As Reasonably Practicable

LTI

Lost Time InjuryAR

Umm Al-Anbar Oil Field

LTIFR

Lost Time Injury Frequency Rate

ARST

AR Site Terminal

M3

Cubic meter

ATHS

Applied Technology High School

MOCO

Mubarraz Oil Co., Ltd.

bbls

Barrels

NOx

Nitrogen Oxides

CBTP

Competency Based Training Programme

OGP

CCR

CFP Control RoomInternational Association of Oil and Gas
Producers

CFP

Central Facilities Platform

OHRM

Occupational Health Risk Management

CH4

MethanePHC

Petroleum Hydrocarbon

CICPA

Critical Infrastructure and Coastal Protection
Authority

PI

Petroleum Institute

SOx

Sulphur Oxides

CoP

Codes of Practice

SPC

Supreme Petroleum Council

CO2

Carbon dioxide

SPM

Single Point Mooring

ERP

Enterprise Resource Planning

STP

Sewage Treatment Plant

GA

Neewat Al-Ghalan Oil Field

UAE

United Arab Emirates

GHG

Greenhouse gas

UK

United Kingdom

GJ

Giga Joules

UN

United Nations

GL

Government and Local Relations

VOC

Volatile Organic Carbon

GRI

Global Reporting Initiative

WSD

Water Separation and Disposal

GWP

Global Warming Potential

HAAD

Health Authority of Abu Dhabi

HCTHigher College of Technology

HR

Human Resources

HSE

Health Safety and Environment

HSECES

Health, Safety and Environment Critical
Equipment and Systems

	62
ABU DHABI OIL COMPANY SUSTAINABILITY REPORT 2012	

Abu Dhabi Sustainability Group

	

ADSG

WE HAVE BEEN ABLE TO
STRENGTHEN OUR REPORTBY INCORPORATING
INCREASED TRANSPARENCYIN DISCLOSURE OF OURCOMPANY ACTIVITIEShttp://adocauh.cts-co.net
P.O.Box: 630: - Abu Dhabi ,United Arab Emirates|

Tel : 971-2-6661100|

Fax : 971-2-6661327

-