SUSTAINABILITY REPORT 2020

Sustainable Growth through

Resilience
 His Highness His Highness
Sheikh Tamim bin Hamad Al Thani Sheikh Hamad bin Khalifa Al Thani
Amir of the State of Qatar Father Amir

QAFAC QAFAC
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Sustainability Report 2020 Sustainability Report 2020
About this Report
GRI 102-6 GRI 102-46 GRI 102-49 GRI 102-50 GRI 102-51
GRI 102-52 GRI 102-53 GRI 102-54 GRI 102-56

Report overview CONTENTS

This report marks QAFAC’s tenth sustainability plant, Utilities plant, and MTBE plant. The sales
report. The report discusses our economic,
environmental and social performance, including
and shipping of our products are not included
in our reporting boundary. They are handled by 01 02
our efforts to drive sustainable development Qatar Chemical and Petrochemical Marketing
through our business operations. In line with and Distribution Company Q.P.J.S.C. (Muntajat).
Introduction About QAFAC
our previous sustainability reports, this report Contractors’ and suppliers’ data are also not • Chairman Foreword • Our Profile
discloses our sustainability performance for included in this report unless otherwise stated. • Chief Executive Officer Foreword • Value Chain
one calendar year from 1 January 2020 to 31
Data collection and reporting • Key Achievements and Highlights • Memberships and Associations
December 2020; while our last sustainability
report covered QAFAC’s sustainability approach 06 12
performance from 1 January 2019 to 31 This report conforms to GRI’s Reporting Principles.
December 2019. The data and information disclosed in this
report were collected from relevant functional
03 04
Reporting framework
departments as per the data requirements of Our Organization at a Glance Sustaining Our Operations
This report has been prepared in accordance the GRI Standards. We have clearly defined
with the GRI Standards: Core option. This report our data collection approach, calculation • Strategy • Our Financial Performance
also referenced other guidelines such as the methodologies, proxies and assumptions, if any, • Operational Reliability and Efficiency
Sustainability Accounting Standards Board (SASB)
• Corporate Governance
wherever relevant in the report. Any global tools, • Risk Management • Sustainable Supply Chain Management
Oil and Gas Sector Standard, the International methodologies or standards used for disclosures
Petroleum industry Environmental Conservation • Ethics and Culture • Product Responsibility
have been provided. We also ensured that that
Association (IPIECA) and Qatar Stock Exchange the data reported for 2020 is comparable to • Managing Our Sustainability Priorities
(QSE) Environmental Social and Governance previous reporting periods. • The Global Pandemic - Remaining Resilient
Guidance. and Re-Calibrating to the New Normal
The report has not undergone external assurance.
Furthermore, this report highlights our However, the data and information presented
contribution to local and international has been subjected to an interactive review 20 42
sustainability agendas, wherever relevant and process to identify any potential inaccuracies and
applicable, viz., the United Nations Sustainable
Development Goals (UN SDGs) and the Qatar
ensure reliability. The report has been developed
in a way that caters to the various users of the
05 06
National Vision 2030 (QNV). report. Managing Our Environment Ensuring Safe Operations
Information covered Feedback and suggestions • Environmental Leadership • Health and Safety Leadership
This report covers information related to the • Direct and Indirect Energy • Occupational Health and Safety
The opinions of our stakeholders are important
management approach and performance on the to us. Thus, we welcome any feedback on this • GHG and Air Emissions • Process Safety Management
issues that are most material to our business report. Please contact us with questions or • Water and Wastewater • Emergency Preparedness
and our stakeholders. For more details on our suggestions using the following channels: • Hazardous and Non-hazardous Waste
material and other important topics, please refer
to page 33. Telephone
+974 4476 6777 / 4477 3400 58 74
This report highlights several initiatives
undertaken in 2020 that help improve our
performance on the material issues.
Fax
+974 4477 3555 07
Reporting topic boundaries Annex A:
Email Caring for Our People GRI Content Index 108
The general reporting boundaries for this report’s
[email protected] • Workforce Leadership
data and information is based on our operations Annex B:
in Qatar including our Head Office, Methanol • Workforce Management and Diversity Glossary of Abbreviations 113
• Employee Engagement, Attraction and Retention
• Qatarization
• Supporting our Local Communities
90

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Sustainability Report 2020 Sustainability Report 2020
Chairman Foreword

Sheikh Thani Bin Thamer Al-Thani

Chairman of the Board
Qatar Fuel Additives Company

GRI 102-14

QAFAC’s 2020 Sustainability Report marks ten years of safety of our workforce while also ensuring environmental We are optimistic that the market for petrochemical products Finally, I would like to thank all our employees at QAFAC
reporting our sustainability performance. Guided by the vision preservation. We have utilized technology and have will thrive and expand further as the global economy for their commitment, efforts, and contributions to help us
and leadership of the State of Qatar, we continue to build on implemented several digital initiatives and projects during emerges from the pandemic. As a responsible steward of to remain resilient and to implement dynamic sustainable
our founding role to create a better and sustainable future the year, thereby constantly increasing the efficiency of our Qatar’s petrochemical products and a key contributor to the business practices during these challenging times. The last
locally, regionally and globally. operations, optimizing our costs, while also reducing negative country’s development, we are committed to growth and are year has demonstrated that they are the most important asset
impacts on the environment and society. confident of upholding our Methanol and MTBE production of QAFAC. I also deeply appreciate the unwavering support of
When contemplating sustainability, we recognize the complex
capacity, while maintaining our efforts to operate sustainably the Board Members, our CEO, the Leadership Team and our
inter-relationships between the economy, the environment I am pleased with our achievements at QAFAC measured
and responsibly in the coming years. contractors and business partners.
and society. Therefore, as a contributor to socio-economic against the primary sustainability pillars of economy,
development of Qatar, we at QAFAC are proud of our environment and society. In 2020, we embarked on our
commitment towards building long-term sustainable growth journey to implement a world-class Greenhouse Gas (GHG)
in the petrochemical sector as well as creating shared value Accounting and Reporting (A&R) program in line with Qatar
for all our stakeholders. Our focus on producing petrochemical Petroleum (QP)’s approved procedure for GHG emissions. We
products in a responsible manner – namely Methanol and have not had any significant loss of containment incidents,
MTBE - demonstrates our commitment to actively working and 2020 also marked the eighth consecutive year in which
towards contributing to sustainable development, in we did not face any reportable hydrocarbon spills. QAFAC
alignment with the objectives of the Qatar National Vision strives to be a High Reliability Organization, and in 2020 we
2030 and the United Nation’s Sustainable Development Goals. have achieved plant reliabilities of 96.2% and 100% in our
Methanol and MTBE plants respectively.
2020 has been a year of unprecedented challenges due
to the global restrictions and other implications posed by Coupled with our focus on environmental protection, we also
the COVID-19 pandemic, which have placed governments, focus on workforce health and safety management through
companies and societies in complex and often adverse a substantive process of risk management. In 2020, we
situations. The pandemic has clearly demonstrated the maintained reliable and safe operations, and did not have
importance of adopting sustainable practices in order for any fatalities or lost time injuries among our employees and
businesses to remain resilient, and to continue to operate contractors.
responsibly and successfully even in crisis situations.
We know that our future success depends on our ability to
Looking back through the year, has QAFAC demonstrated effectively respond to all the risks and opportunities faced by
remarkable resilience in the face of this challenging business QAFAC and the industry. Through strategic planning and by
climate and environment. The successes are underpinned by staying focused on our goals, we are confident that we will
strategic business continuity and effective risk management continue to improve our performance and meet all future
practices based on the principles of operational excellence; challenges.
without compromising the high standards of health and

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Sustainability Report 2020 Sustainability Report 2020
Chief Executive Officer Foreword

Ahmed Abdulqader Al-Ahmed

Chief Executive Officer
Qatar Fuel Additives Company

GRI 102-14

I am delighted to present the tenth Sustainability Report of and 505,756 tons of MTBE respectively, which is a result of QAFAC Health, Safety, Security and Environment (HSSE) QAFAC’s Senior Management positions are predominantly
QAFAC – a leading Methanol and MTBE producer based in our continuous efforts to enhance our plants’ reliabilities, principles and Life Saving Rules provide a foundation a filled by Qatari National talents, and there is a strong drive to
the State of Qatar. This transparent report provides us with which resulted in the achievement of 96.2% and 100% plant safe workplace for our employees and contractors and to attract and retain talented Qatari nationals to ensure that we
an opportunity to inform our stakeholders about our annual reliability in our Methanol and MTBE plants respectively in implement risk control measures against life threatening continue to enhance and develop a strong and dynamic local
sustainability performance and the progress made on our 2020. injuries and hazards. workforce.
ongoing sustainability journey, as well as to demonstrate
In 2020, we presented our updated mission, vision, values QAFAC is dedicated to enhancing a robust HSSE management QAFAC’s Learning and Development initiatives seek to
our continued commitment to the environmental and socio-
and corporate strategy to our stakeholders which reinforced system and a strong safety culture. QAFAC has achieved enhance employees’ skills, knowledge, and competency,
economic development of Qatar.
and advanced our sustainable growth and competitiveness in the Royal Society for the Prevention of Accidents (RoSPA) resulting in better performance and in a smooth transfer of
The outbreak of the COVID-19 pandemic has caused the petrochemical sector. UK Silver Award. We have a ‘Zero Injury’ philosophy and knowledge in the work environment. QAFAC has focused
unprecedented challenges in the business environment across believe that all accidents are preventable and have achieved development targets for employees aimed at the broadening
As an operator in the petrochemical industry, we recognize
all geographical regions, thus disrupting the global economy the significant milestone of 16.43 million safe working and deepening of knowledge and aligned to the development
our role in minimizing our environmental footprint and
and business operations on a scale never seen before. QAFAC hours without any Lost Time Injuries (LTI). The annual Heat goals.
striving for excellence in environmental preservation. We have
is no exception to this global crisis and this pandemic has also Stress Prevention program is still effective, and we have not
always looked for innovative ways to reduce our impact on QAFAC has launched a state of the art digital interactive
affected our operations with various operational implications experienced or recorded any heat stress incidents over nine
the environment. The commissioning of our Carbon Dioxide learning platform (Percipio), in which all QAFAC employees
for our workforce, supply chains, projects and business consecutive years.
Recovery Unit and Selective Non-Catalytic Reduction unit are given access to more than 2800 on-line learning
performance.
at our Methanol reformer are examples of environmental We understand that our employees are central to the success courses focused on the competency requirements of various
Despite these extremely difficult conditions, we have mitigation solutions introduced to our operations. We are of our business and long-term sustainability, therefore, in disciplines. Percipio facilitated continuous learning and training
continued to support our stakeholders and to further currently in the implementation phase of a Near Zero Liquid 2020 we took extra precautionary measures to ensure that during the COVID-19 pandemic where we were faced with
strengthen our business process excellence by remaining Discharge (NZLD) project, which will recover approximately our workforce felt safe, engaged, and appreciated despite the lockdowns and other restrictions on gathering. Percipio offers
resilient and leveraging the potential of digitalization. We 85% of our process wastewater, thus resulting in a substantial stresses of the pandemic. the choice of convenience of where, when, and how to learn
have also implemented recognized safety measures to saving of the water sourced from KAHRAMAA, the water and while delivering highly engaging multimodal content in an
QAFAC is committed to the continued development of a
mitigate the impact of the pandemic and to turn the current electricity distributor in Qatar. intuitive stylish design and consumer-led experience.
proficient Qatari workforce through education and training,
challenges into a competitive advantage by dynamically
We have applied various safety principles and practices in and is also focused on initiatives to increase the percentage With strategic foresight, we will continue our sustainability
managing, reviewing, and adjusting our business continuity
upholding the highest health and safety standards. The COVID of females in the workforce. To this end, QAFAC has a robust journey in the coming years and improve our performance
management strategies on a regular basis.
pandemic has further emphasized the supreme importance of Qatari development program which is focused on providing to support the State of Qatar in meeting its sustainability
With regard to our operational performance, the emergence prioritizing the health, safety and well-being of our workforce, the platforms to acquire the necessary skills, competencies, objectives in line with the targets of the Qatar National Vision
of the pandemic and the resultant restrictions such as and QAFAC has diligently followed all the instructions and and employment opportunities for young Qataris. 2030 and the United Nations Sustainable Development Goals.
lockdowns and transportation curfews that followed, coupled guidelines as issued by the Ministry of Public Health (MoPH)
QAFAC has reached 30% Qatarization in 2020 and has I invite you to read this report and learn more about QAFAC’s
with the volatility of the oil and gas prices significantly and Qatar Petroleum (QP).
well-structured targeted efforts and programs that focus on sustainability performance as we continue on our mission to
decreased the demand for MTBE in 2020. Nevertheless,
We have also closely coordinated with QP the implementation attracting, retaining, and developing the Qatari workforce. create value for all our stakeholders.
we strived to maintain our operational performance and
of the health and safety measures to develop appropriate QAFAC is aligned and well-positioned to achieve the target
profitability by increasing the production of Methanol, such
COVID-19 related policies and guidelines for the protection of of 50% Qatarization of the workforce by 2030, which is the
that our production increased by 14% compared to 2019. We
our workforce. target defined in the Qatar National Vision.
achieved an annual production of 1,067,232 tons of Methanol

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Key Achievements and Highlights

100% MTBE plant Successful completion

reliability 328 Employees
and commissioning of the MTBE Caring for Our
Sustaining Our pipeline between QAFAC and QP People 8.8% Female
Operations Employees
Zero incidents of non-compliance (increase from 8.1%
with regulations and voluntary in 2019)
Celebrated the Qatar National Day
codes concerning the health and Achieved the highest ever daily average No lost time and National Sports Day while
safety impacts of products and monthly production records in our injures (LTI) during taking into consideration COVID-19
MTBE plant with a total of 2,084 MT the reporting period precautions
and 64,587 MT respectively
74% of our Achieved USD 146,000
total supplier 16.43 million safe working on community
contribution spent investments
hours without an LTI for
on local suppliers (increase from
employees and contractors in 2020
USD 29,000 in
Attained 101.75% of the Completed 2019)
targeted annual production 15 safe years
without any LTI for
30% Qatarization
for methanol (increase from 27.7%
contractors
in 2019)
Transitioned to
ISO 45001 occupational 42 Qatari
Managing Our
health and safety
Updated Policies and Procedures of Environment Developees
management system
and Sponsorees
the Energy Management Systems
(EnMS) in line with ISO 50001 Provided our employees
with 3,564 hours of
internal and external health
and safety training Launched the ‘Percipio’
4% of total waste
Zero heat stress e-learning platform
generated was
to facilitate continuous
recycled in 2020
Completed
incidents learning and training during
for nine consecutive the COVID-19 pandemic
1.4 million safe
NOX and SOX emissions decreased in years
working hours,
2020 by 7% and 13% respectively combined employees
in comparison to 2019 Zero fatalities
and contractors,
during the
in 2020
reporting period
Ensuring Safe 4,708 training
Operations hours
for employees
Zero 51% of the RoSPA Silver award winner
reportable hydrocarbon for demonstrating well developed
spills for eight consecutive wastewater we
occupational health and safety
years generated in 2020
management system and culture
was recycled and
discharged to our
Green Belt
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 02
About QAFAC

• Our Profile
• Value Chain
• Memberships and Associations

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Our Profile
Our Journey
GRI 102-1 GRI 102-2 GRI 102-3 1991
GRI 102-4 GRI 102-5 GRI 102-7 Emiri decree issued establishing
QAFAC as a company
Qatar Fuel Additives Company Limited, also known as QAFAC and fuels. Methanol is also an emerging renewable energy 1992
is integral to Qatar’s ambitious strategy to monetize its natural resource, used in the marine, automotive, and electricity Basic Engineering initiated designed Alberta
resources down the value chain of natural gas derivatives. sectors. Our plants are designed to produce 2,950 MTPD of EnviroFuels (AEF) MTBE and Celanese
QAFAC has its corporate headquarters in Doha, Qatar and its Methanol and 1,830 MTPD of MTBE per year. methanol plants in Edmonton
operations, which produce Methanol and MTBE (Methyl-tert-
QAFAC was incorporated in 1991 as joint venture and is
butyl-ether), are located in Mesaieed, Qatar. Both products
currently owned by Industries Qatar, OPIC Middle East
are sold domestically and in the international markets by
Corporation, International Octane L.L.C and LCY Middle East
Muntajat.
Corporation. 1993
Methanol and MTBE are liquid chemicals used in thousands
Chinese Petroleum Corporation and Lee Chang
of everyday products, including plastics, paints, cosmetics
Yung Chemical Industry Corporation, both of Taiwan 1995
became shareholders of QAFAC Project Licensor Agreement signed with
Universal Oil Products (UOP) and Jacobs
Our Shareholders Engineering

Industries Qatar (IQ) OPIC Middle East Corp. (OMEC)

1997
EPC contract awarded to Chiyoda
A limited liability company registered and A wholly owned subsidiary of Overseas Petroleum
incorporated in the state of Qatar as a Qatari and Investment Corporation, which in turn is
Shareholding Company (Q.S.C.C). In 2003, Qatar beneficially owned by the Chinese Petroleum
Petroleum (QP) transferred the entire shareholding Corporation (CPC) of Taiwan. CPC is the state-owned
1999
in QAFAC to IQ. QP is a state-owned corporation supplier of oil and refined petroleum products Official inauguration of QAFAC
2012
responsible for developing and distributing Qatar’s for the Taiwanese market and is involved in Signing ceremony for Carbon
oil and gas reservoir and promoting downstream exploration, refining, storage and distribution of oil Dioxide Recovery Plant
industries in the State. and natural gas, as well as in the manufacture
of petrochemical raw materials. CPC
OM is Taiwan’s largest manufacturing 2014
) EC enterprise.
0% Reaching three million-man hours
without Lost-Time Accident (LTA)
(5

(2
0%
IQ

2015
)

2018 Launching of Carbon Dioxide Recovery Plant

Achieving ten million safe man hours
5%)

2019
IOL

Launching of Energy Management System (EnMS),

(1
LC

15 Near Zero Liquid Discharge (NZLD) and Regenerate

ME
(

%)
C

Gas Scrubbing (RGS) projects

LC Y
International Octane LLC LCY Middle East Corp. (LCYMEC) Commissioning of Selective Non-Catalytic Reduction
(IOLLC) (SNCR) unit
A member of the OUTCO Group of Companies, which A wholly owned subsidiary of LCY Investments Corp. Completion of Lost- Time Injury (LTI) free turnaround
has interested in civil engineering, manufacturing, (LCY), which is in turn a wholly owned subsidiary
hotels, real estate, and other fields, both in the of the Lee Chang Yung Group of Taiwan, one of the
UAE and Globally. IOLLC was established to develop major suppliers of petrochemical products including 2020
business opportunities in the rapidly growing MT BE methanol, formaldehyde, ethyl acetate, isopropyl Implementation of GHG Accounting
and methanol markets worldwide. alcohol and acetone. Over the previous decade, & Reporting program
LCY diversified into production of high-value-added Successful completion of more than sixteen
products such as synthetic rubber, copper foil, and million safe working hours without LTI
electronic-grade fine chemicals.

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Value Chain
GRI 102-2

QAFAC is an integrated facility, where Natural Gas and Butane

are sourced from Qatar Petroleum (QP) and Hydrogen from
Qatar Fertilizer Company (QAFCO) (during plant start-up only).
After their transformation into our final products, Methanol
and MTBE, are shipped to our customers worldwide. Pentane
is a by-product of the process.

Note: This diagram is for illustrative purposes only and does not necessarily reflect the exact layout of the plant or shape and design of the equipment.

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Memberships and Associations
GRI 102-13

The Royal Society for the The Gulf Petrochemicals and Mary Kay O’Connor Process Safety
Prevention of Accidents (RoSPA) Chemicals Association (GPCA) Center (MKOPSC)

RoSPA is a registered British GPCA represents the downstream The Center’s mission is to promote
charity established in 1916 with hydrocarbon industry in the Arabian safety as second nature for
the objective of saving lives and Gulf. The association manages six organizations around the world with
preventing accidents that can cause working committees – Plastics, goals to prevent future incidents. In
life-changing injuries. Supply Chain, Fertilizers, International addition, the Center also develops
Trade, Research and Innovation, and safer processes, equipment,
Responsible Care – and organizes six procedures and management
world-class events each year. strategies to minimize losses within
the processing industry.

Methanol Institute (MI) Asian Clean Fuels Association The European Petrochemical
(ACFA) Association (EPCA)
Methanol Institute is a global trade ACFA is a non-profit organization EPCA is Europe’s primary business
association for the methanol industry established in 2000 and works network for the global petrochemical
representing the world’s leading closely with fuel policymakers, community. EPCA programs
methanol producers, distributors and regulators and stakeholders in continuously inform members on
technology companies. The mission the fuel industry to promote a full range of topics, shaping the
of the Methanol Institute is to serve and advance the use of cleaner sustainable development of the
and provide cost-effective value to transport fuels based on principles global petrochemical industry.
its members. of sound science, cost efficiency and
sustainability of the environment.

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 03
Our Organization
at a Glance

• Strategy
• Corporate Governance
• Risk Management
• Ethics and Culture
• Managing Our Sustainability Priorities
• The Global Pandemic -
Remaining Resilient and Re-Calibrating
to the New Normal

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Sustainability Report 2020 Sustainability Report 2020
Strategy GRI 102-15 GRI 102-16

Since inception, we at QAFAC achieved significant milestones the petrochemical market dynamics, potential changes
Double down on core products profitability Prepare for new
amongst our operations, thereby demonstrating excellence in shareholder structure as a result of Joint Venture (JV) LEADERSHIP ECONOMICS GROWTH ENGINES
across production, environmental and safety management agreements, amongst others.
while also caring for our people. However, we realize that
We have adapted our strategy in line with that of QP’s as well Continue exploring
many paradigm shifts are occurring due to the various global Achieve business excellence
as with the objectives of QNV 2030 and thereof, updated our Optimize production volume de-bottlenecking and prepare Screen MeOH
megatrends impacting the petrochemical industry. Therefore, to optimize efficiency and
objectives considering the forward outlook for our products as for MeOH & MTBE for potential brownfield plant derivatives portfolio
we recognize the significance of these megatrends and the quality
well as the changing market conditions. expansion for MeOH & MTBE
importance of preparing ourselves to become resilient and act
decisively to capture opportunities as well as mitigate risks As part of the approach for refreshing the strategy, one- Maintain high plant availability and reliability in the most Explore technical ideas to optimize/de-bottleneck the
created by these forces. to-one meetings were held with all the internal business economical way plant within current constraints
departments and external entities in order to gather feedback
Furthermore, we cannot disregard the global impact of the
and align the thought processes of all the stakeholders. We Develop technical & market intelligence with support of
COVID-19 pandemic which also led us to face changes in our Continue to improve efficiency of operations, project
conducted multiple data gathering sessions with all the levels QP & Muntajat
overall performance. Despite these critical conditions raised by execution and support functions
of QAFAC’s management and staff, and also benchmarked Includes MeOH derivatives and alternative production route for MeOH
the pandemic, we continued to put great efforts in managing
against our regional and international peers. In addition, an
our operations and business continuity while adapting to the Explore by-products synergies with the rest of QP system
independent third party entity also conducted a survey to Enhance cost synergies with QP system
new normal. The lessons learned have been shared with e.g. H2, CO2
capture the feedback and expectations from a sample of
QAFAC’s shareholders. In addition, we also continue to share
QAFAC employees to realign our resources in preparation for
and facilitate knowledge transfer on the new learnings and
the new strategy.
industry best practices that enhance business continuity
management and resilience. As part of strategy development, we also engaged with
the Surface Development Directorate of QP to ensure that
Consequently, these global events continuously re-emphasize Prepare for LONG-TERM SUSTAINABILITY
our strategy is fully compatible with the objectives of QP.
the critical need for us to review and refresh our corporate
Accordingly, we also identified areas that required improved Sustainability
strategy to maintain our profitability and sustainability while QAFAC Values SDGs QNV 2030 QP’s Strategy
focus and alignment which have been incorporated in the Enabler
delivering value in line with the Qatar National Vision (QNV)

Strategic Priorities
new strategy and roadmap.
2030.
As a result, our updated vision, mission and core values shape Sustain top
To this effect, we continued progressing with our project quartile health • Safety SDG 3, 6, 8, 11, • Social • Strive to 1st Quartile in Capacity,
the way we rightfully conduct our business, through ensuring
‘Advance’ to undergo a proactive refresh of our strategy and safety • People 16 development Reliability and Cost
economic profitability and safeguarding our social and performance
for the next 5 years and ultimately define an inspiring
environmental vitality.
and motivating strategy, vision, mission and values that
consider pertinent external factors such as changes in Strive for
excellence in • Excellence SDG 3, 6, 7, 8, 12, • Environmental
• Reduce Flaring
environmental • Responsibility 13, 14, 15 development
protection

Vision “Be a leading producer of Methanol & MTBE recognized for our reliability and the High performing
quality of our products.” organization,
focus on talent
• People • Social • Brownfield expansion, grow
management, SDG 3, 5, 8, 9, 10
“To produce high quality Methanol, MTBE and other derivatives by developing our talent, • Excellence development capacity through projects with high
Qatarization
Mission fostering our culture of excellence and maintaining the highest HSSE standards. We create CAPEX efficiency
and succession
value for all our stakeholders and contribute to Qatar National Vision 2030.” planning • Maximize production in existing
assets
Boost
• Economic,
Core digitalization • Capture all utilities and by-product
Social and
Values to become a • Excellence SDG 9, 16 synergies between assets
Environmental
‘reference’ in our
development • Reduce Flaring
industry

Strengthen • Optimize OPEX

Safety People Excellence Integrity Responsibility • People • Social
stakeholder SDG 11, 17 • Strive to 1st Quartile in Capacity,
“We ensure “We care about “We strive for “We always “We care deeply • Responsibility development
alignment Reliability and Cost
safety in people.” continuous choose to for environment
everything we improvement in do the right and all Support shaping
• People
do.” all dimensions.” thing.” communities we regulations • Social
• Integrity SDG 8, 16
impacting our development
impact.” • Responsibility
products

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Sustainability Report 2020 Sustainability Report 2020
Our updated corporate strategy focuses on three strategic This project ‘Advance’ is implemented over a 3-phase
Corporate Governance
priorities: Leadership Economics, Growth Engines and approach comprising of strategic foundation, formulation and
Sustainability. The strategy considers our internal strengths roll-out. We completed the second phase of the project by GRI 102-18
and capabilities to produce high quality Methanol and MTBE the first quarter of 2020, where our final refreshed vision, At QAFAC, we realize the importance of establishing good is maintained. The Vice-Chairman heads the Audit Risk
by optimizing the production volume and plant reliability, mission, values and strategy underwent an approval from the Corporate Governance to endorse our accountability towards Committee (ARC) and ensures that risk management,
whilst exploring solutions for de-bottlenecking. The updated CEO and Board of Directors. achieving long-term strategic objectives and targets, financial governance and internal control process are operating
strategy also prepares us to embark on future endeavors stability and integrity to promote operational and business effectively within QAFAC. The CEO is responsible for driving
As part of the strategy roll-out and implementation, during
through potential sustainable growth in the petrochemical excellence. Subsequently, this also helps us in providing the organization to meet or exceed the goals set forth by
2020 we conducted the communication roll-out of the vision
industry. our stakeholders with a transparent understanding of our the shareholders. The day to day operations of QAFAC are
& mission statements, core values and refreshed strategy
In particular, the strategic priority ‘Prepare for Long Term (including initiative charters) to familiarize our external and operations. managed by Executive Leadership Team (ELT) under the
Sustainability’ encompasses six key enablers which provide internal stakeholders through a series of engagements and guidance of the CEO.
The Board of Directors (BoD) is the ultimate governing body
the future direction for QAFAC’s sustainability management discussions. However, owing to the COVID-19 pandemic that provides oversight over our executive management and Every year, the Board holds the Annual General Meetings
and encompasses the implementation of several strategic the implementation of the strategy was put on hold and is supports them in setting policies. (AGM), which is a legal requirement for organizations, as
initiatives and activities, along with the streamlined targeted to be deployed in 2021. per the companies’ law. With respect to the remuneration
management and monitoring of performance (including KPIs Currently, QAFAC’s BoD is comprised of the Chairman,
policies, the members of the BoD are awarded an annual
and targets) in the coming years. Vice Chairman, Chief Executive Officer (CEO) and five
remuneration, which is approved by a resolution of
other directors. The Chairman heads the BoD’s meetings
the shareholders during the yearly Annual General Meeting.
and ensures that a culture of openness and transparency

Turnaround (TA) Critique Meeting Organizational Structure

QAFAC organized a TA Critique Meeting at Oryx Rotana The QAFAC senior management as well as key employees
Hotel in order to evaluate the processes and procedures attended the meeting. Various deliberations and
pertaining to the 2019 TA that will need further discussions that were held during the meeting is expected
improvements and refinements during the next turnaround. to have a positive impact on our next TA.
Board of Directors
During the meeting, which was chaired by the COO, the The COO highlighted that we have to be well prepared
critiques, which were collected in advance from various for the next TA since the country will be staging many
departments and divisions after the completion of the prestigious events like the 2022 world cup during this
recent TA, were presented by the Senior Maintenance period. Chief Executive Officer
Manager (SMT).

Legal Manager Internal Auditor

Chief Finance Chief Chief Corporate Chief Operating

Officer Administration Officer Officer
Officer

Senior Production
Finance Manager HR Manager Senior IT Manager
Manager

Senior Management Facilities and Support Senior Technical

Procurement Manager
Accountant Services Manager Manager

Corporate Planning Senior Maintenance

Manager Manager

Health Safety Security

and Environment
Manager

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 GRI 102-18 Our Directors
Risk Management
GRI 102-11 GRI 102-15 GRI 102-16

Risk management forms an integral part of our business We are also members of the Information Systems Audit and
success as we continuously strive to reduce the uncertainty Control Association (ISACA), the EC-Council and adhere to the
against the achievement of our objectives, business strategy Institute of Internal Auditors (IIA) framework.
plans and operational effectiveness. To this effect, we
During the year, as part of our ERM efforts to tackle the
established a comprehensive Enterprise Risk Management
Sheikh Thani Bin Thamer Al-Thani COVID-19 pandemic, we continuously assessed and re-
(ERM) framework based on ISO 31000:2009 and follow a four-
assessed the potential challenges that we could face from the
Chairman, (IQ) step risk management process – Plan, Do, Check, Act for the
pandemic every quarter and updated our controls accordingly.
control and continuous improvement of our processes.
Some of the key risks assessed include the potential
We also conduct risk assessments periodically to reflect the challenges of re-opening facilities, proving access to control
new risks in scope, and perform a business impact analysis, rooms, ensuring that employees practice social distancing
thereby identifying and assessing critical process impacts and follow safety norms at all times to prevent the spread,
on our operations. In addition, we have also established amongst others.
Rashid Mohd Al-Fehaidi Ahmed Abdulqader Al-Ahmed
Vice-Chairman, (IQ) Director and Chief Executive Officer, (IQ) eight principal risk categories through which we manage
We understand that moving forward digitalization will play
and mitigate our risks effectively. These include strategic
a key role in driving operational excellence. However, this
and reputation risk, operational risk, HSSE risk, energy
also brings along its associated share of challenges and
performance risk, financial risk, IT risk, legal risk and human
risks related to cyber security. To combat the same, we
resources risk.
continuously assess and adopt several measures to manage
Furthermore, to ensure that our risk management, our information security systems to further augment business
governance and internal control process are operating resilience.
Heui-Jane Liao Ching-Jung Jung HSU Bowei Lee Tariq Baker effectively, our Internal Audit function provides independent
Abdulaziz Khalil Al-Meer
Director, (IQ) Director, (OMEC) Director, (OMEC) Director, (LCYMEC) Director, (IOLLC) assurance of our business operations and reports directly to
the CEO and subsequently to the Board of Directors.

Leadership Team

Cyber Security Management

At QAFAC, we follow national cyber security protocols and by 2022. Moving forward, we also intend to adopt the
apply controls (wherever applicable) in compliance with National Information Assurance (NIA) Policy for information
the requirements of the Ministry of Interior (MOI) and security management.
Ahmed Abdulqader Al-Ahmed Ministry of Transport and Communications (MOTC) cyber
To create information security awareness among our
Chief Executive Officer security division (Q-CERT) to implement threat advisories.
employees, we use the ‘Phishme e-Learning platform’,
To that extent, we also established an electronic link with
to perform phishing simulations and provide awareness
the MOI to monitor cyber security threats.
trainings on the latest cyber threats.

In 2020, we won the ‘National Cyber Moreover, during the year we adopted a new approach and
methodology for information security management system
Drill – Star 8’ organized by MOTC for (ISMS) risk assessment in line with the ISO 31000 ERM
Nicholas Fathers cyber security management. Framework. We also successfully implemented business
Legal Manager continuity for remote support in response to COVID-19
In addition, we also adhere to the national strategies and management and implemented projects related to Data
work closely with entities such as Supreme Council of Center Firewall Migration and Data Center Rack Migration.
Information and Communication Technology for advancing
We are currently working towards implementing Microsoft
cybersecurity measures.
365 to provide best-in-class productivity applications with
We have adopted the Qatar Cybersecurity Framework powerful intelligent cloud services, device management
(which is a combination of several international standards) and advanced security services through a single connected
and have a roadmap in place (aligned to the national experience. Looking ahead, we also intend to digitalize our
Sultan Al-Enazi Anwar Al-Enazi Khalifa Al-Sowaidi Khalid Al-Mannai strategies) for achieving the framework requirements risk management processes in 2021.
Chief Operating Officer Chief Finance Officer Chief Administration Officer Chief Corporate Officer

Note: The Board of Directors in this report are updated as at May 2021.

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 Ethics and Culture
GRI 102-16 GRI 102-17 GRI 205-3
Certifications We are committed to responsible business conduct and per the Qatari Criminal Law and are reported to the relevant
uphold the highest ethical values. Our Code of Conduct authorities.
To ensure business excellence, we continuously seek In addition, during the year we also underwent an provides clear guidance to all employees on what it means to
to standardize our operations in a reliable manner internal assessment of our cyber security protocols as During the year, our Policies and Procedures Committee
act ethically and professionally with integrity.
to meet the stringent requirements of several ISO part of our efforts to meet the requirements of the developed and approved an Anti-Corruption Policy in
certifications including: National Information Assurance (NIA) certification, We always strive to promote a culture of open and alignment with a QP initiative “Shaping Who We Are”. The
besides completing a surveillance audit, SAP license transparent communication on any issues or incidents faced policy is planned to be rolled out in 2021 along with the
• ISO 9001:2015 Quality Management System
audit and Security and Resilience Business Continuity by our employees as a part of their association with QAFAC. provision of awareness sessions to the employees regarding
• ISO 14001:2015 Environmental Management Management Systems (ISO 22301:2019) audit. We have rigorous reporting mechanisms to report any the same.
System incidents of misconduct and corresponding corrective actions
are taken to ensure any such complaints are addressed in a
• ISO 45001:2018 Occupational Health and Safety QAFAC and its employees were in full
timely and effective manner.
Management System compliance to our code of ethics.
At QAFAC, we have taken a clear stance to tackle any
• ISO 27001:2013/ /IEC 20000 Information Security
obstacles to our sustainable growth and development which
Management System Based on the guidelines received from QP and IQ, updates
is caused by fraudulent practices, by adopting a zero-tolerance
• ISO 22301:2012 Business Continuity Management approach to any form of bribery and corruption. were also implemented to the Code of Conduct to meet their
System requirements.
Our Code of Conduct covers a wide range of topics including
anti-bribery, conflict of interest, fraud, corruption and All our policies are communicated to our employees by
compliance. Each year, our employees are required to make publishing them in our intranet and also by physically
a Declaration, indicating that they have read and clearly circulating them within the organization. In addition, new
understood the Code, and whether they have any actual or employees also go through an induction session whereby
potential conflicts of interest before signing the same. they are made aware of the Code of Ethical Conduct including
all our practices, policies and procedures.
In our efforts to combat corruption, our employees, clients,
and partners are encouraged to raise any concerns that With respect to human rights and labor management, we
they have about potential corruption violations in alignment are proud to mention that there have been no incidents or
with our Conflict of Interest policy. The reporting mechanism grievances in relation to human rights issues, discrimination
involves declaring any incidents of non-compliance to the against employees as well as forced or compulsory labor
Risk Officer, the concerned Department Manager or Chief during the reporting year and ever since the establishment of
and to any senior management to discuss the next course of our organization.
action. All incidents of bribery or corruption are handled as

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Managing Our Sustainability Priorities The current Sustainability Policy and Framework are being The updated Sustainability Policy and Framework are currently
formulated based on a peer benchmarking of leading global under development and are expected to be rolled out in
GRI 102-16
and regional oil & gas organizational practices, review of our 2021, based on further review and approval by the Board.
At QAFAC, we have been meticulously working towards In 2020, we worked towards further developing and internal organizational context, our updated corporate strategy
In addition, our core team members track the progress
integrating our sustainability efforts within our overall implementing a more comprehensive and holistic and through stakeholder consultation, amongst others.
of adaptation of sustainability practices pertaining to our
corporate vision and strategic priorities. In line with this Sustainability Policy and Framework, which takes into The Sustainability Framework highlights the key strategic sector, and in particular to the production of Methanol
purpose, we aim to continuously improve our approach consideration our latest business priorities, ensures alignment initiatives identified for advancing our sustainability agenda and MTBE. Furthermore, we also receive communication
towards sustainability management on an ongoing basis, in to the updated corporate strategy as well as to the material and demonstrates alignment to our values, strategic from industry associations such as Methanol Institute (MI),
alignment with the most material aspects for our organization sustainability topics. We expect the updated Policy and sustainability enablers (as part of the updated corporate Asian Clean Fuels Association (ACFA) and subscribed data
and stakeholders. Framework to also enable us to continuously improve upon strategy), material topics as well as to the objectives of the providers (Independent Commodity Intelligent Services
our sustainability commitments and update them on an Qatar National Vision (QNV) 2030 and the United Nations (ICIS) and IHS Markit Ltd.) on sustainability best practices
In 2018, we developed a high-level Sustainability Framework
ongoing basis, thereby building on changing stakeholder Sustainable Development Goals (UN SDGs). and new techniques. This information is circulated to
to articulate our commitment of integrating sustainability
expectations and business priorities. relevant departments and to the management. Wherever
into our business practices and also developed a high-level The Policy also outlines the key commitments, which have
Sustainability Policy that guides us towards fulfilling our applicable, the new practices and principles are adapted and
been developed in line with the six sustainability enablers.
sustainability goals. implemented as per our standard project management and
Through these sustainability commitments, we aim to further
approval procedures.
our progress in achieving the priorities underpinning these
enablers as well as support various national and global
Our Approach to Sustainability Management objectives, while striving to achieve sustainable business
excellence on a continued basis.

Sustainability Enabler Sustainability Policy Commitment

Qatar National Vision 2030
Values
Adopt and promote labor practices that promote health and
Sustain top quartile Health and Safety performance
Economic Social safety within the workplace.
Development Development Strategic initiatives
along with
QAFAC’s streamlined
Prevent the negative impacts and pollution on the
Strategic Strive for excellence in environmental protection environment by efficient use of resources and reduction of
Sustainability Environmental Human performance
Sustainability waste and emissions.
Framework Development Development monitoring (KPIs
Enablers
and targets)
for furthering Create both direct and economic growth through
Sustainable Development Goals sustainability High performing organization, focus on talent management, development of local content, while adopting labor practices
agenda Qatarization and succession planning that promote decent work and contribute to development
and wellbeing of employees.
Material
Topics Actively promote digital transformation and innovation within
Boost digitalization to become a ‘reference’ in our industry
the petrochemical sector.

Driven by our strategic Creating value for all

objectives our stakeholders Assess the impacts operations on stakeholders and actively
Strengthen stakeholder alignment
seek opportunities to fulfil their needs.

Our Sustainability Policy further bolsters the Framework and defines our commitment towards managing the economic,
environmental and social impacts based on the following key principles: Comply with and positively influence socio-economic and
Support shaping regulations impacting our products environmental regulations in order to promote sustainability
in petrochemical sector.
Stakeholder
Principle 1 Principle 3 Governance
Inclusiveness

Reporting and
Principle 2 Business Conduct Principle 4
Communication

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 GRI 102-40 GRI 102-42 GRI 102-43 GRI 102-44 GRI 102-47

Stakeholder Engagement Materiality Assessment

We are committed to transparently communicating our We are dedicated to implement an effective, meaningful We annually perform a materiality assessment exercise to Standards Board (SASB), Qatar Stock Exchange (QSE) ESG
sustainability performance related to the economic, and informed stakeholder engagement process to achieve determine which relevant topics are sufficiently important Guidance and the Global Reporting Initiative Oil and Gas
environmental and social impacts to all our stakeholders. sustainable development outcomes and maintain strong that it is essential to report on them. The Materiality Principle Supplement. As a result, we identified 18 relevant topics
We recognize that disclosing our impacts to our stakeholders relationships with our stakeholders. Our stakeholder is key to determining the contents and also ensuring the that cover economic, social and environmental aspects.
supports us in maintaining our transparency and engagement process involves identifying and prioritizing quality of our sustainability report. We consider a combination
3.  rioritize relevant topics: Following the identification
P
accountability, while being a responsible member of the key stakeholder groups that can substantially impact or be of internal and external factors when assessing the materiality
of the relevant sustainability topics, we used a virtual
community. impacted by our business decisions, activities and operations. of the sustainability topics and our assessment process follows
collaborative tool to facilitate the engagement with
a four-step approach.
internal stakeholders (across QAFAC’s departments) as
1.  eview our context: We performed a review of our
R well as external stakeholders to ultimately prioritize
Stakeholder Key Concerns Channels of Engagement material topics in the previous reporting period and the topics based on the level of impact of each topic
considered feedback from stakeholders. The findings from on QAFAC as well as on the economy, environment and
• QNV 2030 • Meetings with government entities our review contributed to the next step in our approach. society against the degree to which the topic influences
• Development of national talent • Partnerships with government entities the assessments and decisions of stakeholders.
State of Qatar and • Qatarization • Conferences and exhibitions 2. Identify relevant topics: We identified a list of
Regulatory Bodies • Compliance with regulations • Performance reports to regulatory bodies relevant sustainability topics based on each individual 4.  alidate material topics: Subsequent to the analysis
V
• Annual sustainability report topic’s significance, which can reasonably be considered of the materiality assessment results, we shared the list
important for reflecting our economic, environmental of prioritized material topics with our top management
• Maintenance of safe and reliable • Quarterly meetings and social impacts, or influencing the decisions of to validate and sign-off on the results. The validation
operations • Shareholder market presentations stakeholders. We identified the topics based on a desk step ensures that the Global Reporting Initiative’s
• Process efficiency • Board meetings review of multiple sustainability frameworks and agendas (GRI) principles of ‘completeness’ and ‘stakeholder
Shareholders • Financial returns • Annual Sustainability report as well as international and regional peers in the inclusiveness’ are applied to conclude the final list of
• Reputation chemical sector. Some of the sustainability frameworks material topics defining the report content.
• Participation in local economic and we reviewed include Sustainability Accounting
social development
• Responsible business practices • Interaction with employees and their families
• Minimal environmental impacts • Educational awareness sessions
Local Community • Employment opportunities • Public reports
• Safe operations • Career fairs
• Development of national talent
QAFAC’s 2020 Materiality Matrix
• Health and safety • HSSE Newsletter
• Competitive pay and benefits • Regular departmental/team meetings
• Continuous career development • Employee satisfaction surveys

Influence on Stakeholders Assessments and Decisions Related to QAFAC

Employees • Open and transparent • Email communications
Occupational Health and Safety
• Communications • QAFAC Newsletter
• Supportive • Annual Sustainability report
Business
• Management Continuity Anti-corruption
Learning and Labor standards
• Transparency • Annual Sustainability Report (Online Version)
Media Development Waste Operational Reliability
• Health and safety • Press Releases (as needed)
Economic and Process Safety
Sustainability in Water
• Reliable, timely supplies of Methanol • Contracts and agreements the Supply Chain
Performance
and MTBE • Meetings with Muntajat
Customers and • Supply chain management • Conference and exhibitions Diversity and Employee Engagement,
Product Emissions
Muntajat • Service excellence • Customer feedback surveys Equal Opportunity Attraction and Retention
Responsibility
• Quality products • Memberships in industry associations
Energy
• Fair contract bidding/awarding • Contractual arrangements and bidding Community Engagement Bio-diversity
Contractors and • Timely payments • Conferences and exhibitions and Investment
Suppliers • Good working conditions • Third-party endorsement
• Medical screening for contractors
Non-Governmental • Responsive communications • Presentations/Briefings
Organizations • Support to local NGOs • Meetings
Qatarization

Impact on QAFAC and on the Economy, Environment and Society

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 GRI 102-47 GRI 102-47

Aligning Our Priorities Material Sustainability

QAFAC’s Contribution QAFAC Values UN SDGs QNV 2030 QSE
As a responsible organization, we are keen to demonstrate The enclosed table outlines the alignment of our sustainability Topics Enabler
our commitment and contribution to endorse sustainable topics and their contributions to these national and
development in line with the national and international international sustainability guidelines/ frameworks. The During the challenging times
• High
guidelines and frameworks. We place particular importance detailed information on QAFAC’s contribution in regard to the of the COVID-19 pandemic,
performing
on the UN SDGs, QNV 2030 and Qatar Stock Exchange (QSE) same are available in the respective chapters. we took several efforts to
organization,
Guidance on ESG Reporting. assess the impact of the Economic
Business focus on talent • Excellence
pandemic and continuously and Social -
Continuity management, • People
updated our business development
Material Sustainability Qatarization
QAFAC’s Contribution QAFAC Values UN SDGs QNV 2030 QSE continuity strategy to turn
Topics Enabler and succession
current challenges into a
We have a zero-tolerance • Support planning
competitive advantage.
approach towards any form shaping
Anti- Social QSE
of bribery and corruption. In regulations • Integrity We make sure our products
corruption development G32 • Strive for
2020, we did not face any impacting our meet the highest standards
excellence in
incidents of corruption. products of quality, health, safety
environmental
To maintain strong and environmental
protection
operational reliability and protection. This is achieved QSE
• Boost Economic,
efficiency, we have a by continuously working • Excellence E2,
Product digitalization Social and
combination of rigorous on mitigating our products’ • Responsibility S14
Responsibility to become a Environmental
systems and procedures potential negative impacts • Safety
‘reference’ in development
that assist us in monitoring on our employees,
our industry
our assets and avoiding customers, and on the
• Strengthen
preventable failures. environment at any point
stakeholder
In 2020, we put extra during production, storage,
alignment
efforts to maintain our transportation and end-use.
• Strengthen
Operational high operational reliability Economic We are committed to
stakeholder • Excellence -
Reliability despite challenging times. development advancing the principles
alignment
These efforts included and practices of social and
• Support
adjusting our day-to- environmental responsibility
shaping
day operations to ensure along the value chain.
regulations
continuous operations and Therefore, we assess our • Responsibility Economic,
Sustainability impacting our
high productivity while contractors and suppliers • Integrity Social and QSE
in the Supply products
safeguarding the health and through a formal evaluation • People Environmental S22
Chain • Strengthen
safety of our employees procedure that considers development
stakeholder
and complying with the social, environmental
alignment
government regulations and and governance/economic
requirements. practices of contractors and
suppliers and prioritizes local
We continue to take the • High goods and services.
necessary actions to performing
We follow detailed processes
optimize our operations organization,
to optimize energy
and processes, drive focus on talent • Excellence
Economic Economic consumption at our plants
productivity, and adopt • Boost • People - • Strive for
Performance development and ensure that we manage QSE
technology and automation digitalization excellence in • Excellence Economic
Energy our energy efficiently. We E3, 4,
in order to remain profitable to become a environmental • Responsibility development
also initiated a project 6, 7
in the market and meet ‘reference’ in protection
to implement an energy
stakeholders’ needs. our industry
management system (EnMS)
in line with ISO 50001.

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 GRI 102-47 GRI 102-47

Material Sustainability Material Sustainability

QAFAC’s Contribution QAFAC Values UN SDGs QNV 2030 QSE QAFAC’s Contribution QAFAC Values UN SDGs QNV 2030 QSE
Topics Enabler Topics Enabler
We invest in various controls Our goal is to ensure
and initiatives to ensure the ‘No Harm’ to all our
reduction of our emissions. employees, contractors,
We are committed to visitors, customers, and
tracking and reducing shareholders and to ensure
our emissions through a hazard free and safe
various initiatives – most working environment with
prominently our Carbon • Strive for zero injuries and fatalities.
• Sustain top
Dioxide Recovery Unit and excellence in • Excellence Economic QSE Occupational Therefore, we maintain • Safety QSE
Emissions quartile Health Social
Selective Non-catalytic environmental • Responsibility development E5 Health and the ‘Bill of Safety Rights • People S14,
and Safety development
Reduction (SNCR) Unit. We protection Safety and Duties’ as well as an 15
performance
also started our journey to occupational health and
implement a world-class safety management system.
Greenhouse Gas (GHG) We are proud to have
Accounting and Reporting accomplished a significant
(A&R) program to ensure milestone of 16.43 million
highest accuracy of reported safe working hours without
GHG emissions. any lost time injuries (LTI)
We are committed to over nine years.
monitoring our water We ensure that all our
consumption and employees and contractors
wastewater generated. We are treated fairly, and all • Support
QSE
share quarterly reports with their rights are preserved. shaping • Integrity
Labor Social S16,
the Ministry of Municipality We also perform regular regulations • Responsibility
Standards development 17,
and Environment (MME) as • Strive for audits on our contractors’ impacting our • People
• Excellence 18
Water part of the requirements excellence in Economic QSE premises to ensure products
• Responsibility
Stewardship for our consent to operate environmental development E8 compliance with human
permit. To further manage protection rights.
our wastewater, we are We have a rigorous
establishing a near zero framework for process
liquid discharge (NZLD) safety management with
plant, where we aim to several committees to • Sustain top
recycle 85% of our process Process Safety oversee the performance quartile health • Safety Social QSE
wastewater. Management and implementation of and safety • People development S14
Our production processes world-class procedures and performance
do not generate significant processes. In 2020, we did
volumes of hazardous and not face any Tier-1 and Tier-2
non-hazardous waste, as our process safety incidents.
operations are natural gas We support our employees
based. Nevertheless, we aim in their personal and
to reduce waste generation • Strive for • High
• Excellence professional development
Waste wherever possible and excellence in Economic QSE performing
• Responsibility by providing trainings,
Management continue to establish the environmental development E9 organization,
diplomas, and graduation
best waste management protection focus on talent
programs. During the
practices. We have programs management,
challenging times of the
in place to safely handle Qatarization Human
Learning and COVID-19 pandemic, we • People QSE
chemical waste and reduce and succession and Social
Development implemented several • Excellence S13
waste generation through planning development
measures to ensure our
our ‘Recyclable Waste • Boost
employees have access
Management’ program. ‘digitalization’
to trainings such as the
to become a
launch of the digital learning
reference in
platform, Percipio, and the
our industry
digitalization of the Personal
Development Program.

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 GRI 102-47

Material Sustainability
The Global Pandemic - Remaining Resilient
Topics
QAFAC’s Contribution

As a high-performing
Enabler
QAFAC Values UN SDGs QNV 2030 QSE
and Re-Calibrating to the New Normal
workforce is fundamental to
continuously driving optimal The outbreak of the COVID-19 pandemic has presented With respect to the execution of projects, we also faced
levels of success at QAFAC, unprecedented challenges in the business environment challenges in implementing our CAPEX and various other
• High across all geographies, disrupting the global economy and projects targeted in 2020 due to schedule overrun and cost
we put great emphasis on
performing business operations at a scale never seen before. QAFAC is variances, owing to difficulties in engaging contractors who
our efforts to attract, retain
Employee organization, QSE no exception to this global crisis as this pandemic has also were based outside Qatar. As a result, we undertook strategic
and engage high caliber
Engagement, focus on talent • People Human S10, limited our operations with implications on our workforce, decisions to stall some of our projects and postpone them
talent. To that effect, we
Attraction and management, • Excellence development 11, supply chains, projects and business performance. Yet, the for implementation in 2021. To guide these decisions, we
continuously apply the
Retention Qatarization 12 pandemic is a powerful example showcasing the need continuously assessed the impact of the pandemic on major
correct mechanisms for
and succession for adopting resilient business practices and has further projects and ongoing projects with QP to set forth a plan
talent acquisition, employee
planning highlighted the importance of effective and sustainable and develop contingency measures to ensure our continued
engagement, employee
retention and talent exit business continuity planning at QAFAC. business operation and performance.
management, as governed In regard to our operational performance, the emergence For QAFAC, the COVID-19 pandemic was also a revelation
by our policies. of the pandemic with the ensuing forms of lockdowns and and reminded us how of challenging it can be to prepare
We believe in the worth transportation curfews that followed, coupled with the for a systemic risk. Although disaster recovery and business
of our people, and in the volatility of the oil and gas prices largely dented the demand continuity plans are not a new practice to business
value of their differing for MTBE in 2020. Nevertheless, we strived to maintain our management, certainly there has nothing been as huge and
experiences, backgrounds operational performance and profitability by increasing the all-encompassing as a global pandemic of the magnitude that
• High manufacture of Methanol, whereby our production increased we are experiencing. Therefore, undoubtedly, a key takeaway
and perspectives in driving
performing by 14% compared to 2019. We also conducted data scenario for us as an organization was to consider the pandemic as
QAFAC towards continued
organization, planning and continuously looked at product mix ratios, while a systemic risk within the business continuity management
Diversity success. Therefore, we
focus on talent • People Human QSE coordinating with QP Marketing on a regular basis to discuss framework. Going forward, we are confident that many of the
and Equal continuously work on
management, • Excellence development S19 prices to maintain sales and product distribution. business continuity steps taken during the COVID-19 pandemic
Opportunity promoting diversity and
Qatarization shall also be considered when crafting broader disaster
equal opportunity in order Subsequently, the joint efforts between QAFAC’s management,
and succession recovery plans and planning for continued resilience.
to offer an inclusive work employees and the stakeholders helped in minimizing the
planning
atmosphere to all our revenue losses. This also helped our assets to perform at With the outbreak of the pandemic, one of the key measures
employees regardless of high reliabilities despite the pandemic, in order to meet the we undertook was to assemble our crisis management team
one’s gender, ethnicity, or growing demand for our products. that met on a weekly basis to oversee the operations as well
age. as identify and address various challenges that arose in our
business practices. Our crisis management team also regularly
communicated with the Ministry of Public Health (MOPH)

During these testing times, we took several efforts to assess the impact of the
pandemic and turn current challenges into a competitive advantage by regularly
managing and reworking on our business continuity management strategy. In
order to adapt to the on-going crisis, the business continuity management team
developed a five-phase de-escalation and re-escalation plan that is reviewed on a
weekly basis, to continuously assess and evolve a business continuity strategy and
management action plan for ‘re-opening’. The plan evaluates the trends in the rise
or surge of COVID-19 cases and assesses the different ‘return to work’ scenarios
that illustrates the potential trajectory of recoveries across the country and globally.
Based on the escalation plan, the severity of controls and measures are tightened
or eased based on the rise and decline in the number of COVID-19 cases. We also
have a contingency plan to manage emergency situations, to quickly re-escalate the
plan and incorporate more stringent measures to contain the spread of the disease
in case of a sudden spike.

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and QP and issued several COVID-19 guidelines on health and the information on protective measures and COVID-19
safety protocols for our workforce. guidelines across the employees, organizing several
campaigns throughout the year, as well as raising safety
The crisis management team formulated two sub-
awareness on a weekly basis. In particular, our HR department
committees – Human Resource and business continuity. The
rolled out several initiatives to ensure employee productivity
Human Resource (HR) crisis management team (chaired by
and to keep the workforce sane and healthy, including weekly
CEO) looked after the workforce management affairs and
remainders on the various safety measures. In addition, the
well-being such as managing the visa and logistics of the
emails and messages from our CEO also helped us to keep
employees and contractors during the lockdown. The team
the workforce motivated and manage their stress during the
closely coordinated with QP and Ministry of Interior to get
pandemic.
the employees and contractors on-board for managing our
critical business operations. The business continuity team, on During this time of sheer uncertainty, our willingness to
the other side was tasked with developing and managing adopt technology and digitalization has been our lifeline and
business continuity plans, assessing operations to avoid nonetheless, has assisted us in managing the crisis more
disruptions, evaluating staffing requirements and developing effectively. Particularly, our IT department played a critical role
contingency plans to address any emerging challenges due to during the pandemic in undertaking several efforts to make
COVID-19. sure that our business operations remain uninterrupted. We
provided the employees working from home with all the IT
The COVID-19 pandemic has also emphasized the central role
requirements and support needed, including access to SAP
of our people, as the well-being of our workforce is our top
applications through Virtual Desktop Infrastructure (VDI). We
priority at all times. Therefore, we took every possible effort
also provided awareness and training programs regarding the
to ensure their health and safety whether on site or working
effective usage of these IT applications without compromising
remotely, while also ensuring the continuity of our business.
the cyber security.
In light of the same, we followed the instructions and
guidelines developed by QP which were more stringent and One of the biggest game-changers has been the transition
conservative than the MOPH guidelines, thereby permitting to online meetings. In 2020, our virtual meetings and some
operations with social distancing and minimal staffing at of our trainings were conducted through Microsoft Teams
the workplace, along with the remaining of our workforce application. We also implemented special enhancements and
operating from a ‘work from home’ arrangement. features of Microsoft Teams, such as ‘Board Rooms’, which
provides our employees with the ability to join multiple virtual
Our crisis management team also introduced a set of several
discussion rooms at the same time. Additionally, we have
measures and guidelines that are required to be followed
explored and implemented various smart solutions to facilitate
by all our employees. Our HR crisis management committee
our employees’ day-to-day work, such as incorporating
specifically encouraged our elderly workforce with any
e-signatures and a digital QAFAC stamp (which also support
prevailing history of medical condition (such as high blood
the Go-Green initiative to be more environmentally friendly).
pressure and diabetes) to reach out to the committee. These
elderly employees were assessed on a case to case basis and In addition, we are also a member of QP’s ‘Tawteen’ initiative
specific guidance was provided regarding the measures to which focuses on digitalization. As part of the same, we
help them avoid the risk of contracting the COVID-19 disease. are currently implementing two initiates related to 3D and
In addition, we also updated our supply chain protocols, and predictive category management system which would further
developed special guidance for the tendering process to enable us to manage and tackle the operational challenges
account for the impact of the pandemic. during COVID-19. Going forward, we shall continue to explore
and leverage other digital technologies with a focus on cloud
Our employees have also demonstrated tremendous resilience
environment and implementing operations through mobile
in adapting to the dynamic shift in the traditional business
applications to enhance the productivity and ease of working.
practices. The transition towards adopting a ‘new normal’
has rather been a smooth process across the organization Our world today has become a platform for real time stress
and a culture of safety has been strongly embedded as a test of businesses, institutions, governance forms and new
way of life, owing to the pandemic. As we move forward, normal ways of life. While the world continues to reel under
we will continue to take conscientious efforts to facilitate the impact of the crisis, we at QAFAC aspire to stay ahead of
the transition to help our employees adjust as seamlessly as the curve and move forward by exploring new opportunities
possible to these new work realities. and solutions. This entails reviewing our current strategies,
considering mid-course corrections and devising a lock-
As we look through the year, we cannot discount the
down exit strategy, using digitalization as a key enabler and
contribution and the overwhelming role played by our
embracing the cultural and behavioral shifts that COVID-19
business departments in helping us navigate our business
introduced. We are confident that we shall be able to set
response measures through the pandemic. Specifically, our
ourselves on the right trajectory for growth as we come
HSSE department played a critical role in developing the
out the other side, through continued demonstration of
COVID-19 related policies and guidelines and coordinating
organizational agility and by using resilience as a lens for
with QP for implementing health and safety measures. In
business value creation.
addition, our Business Continuity, HR and Administration
departments also took to communicating and disseminating

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Sustainability Report 2020 Sustainability Report 2020
 04
Sustaining our
Operations
• Our Financial Performance
• Operational Reliability and Efficiency
• Sustainable Supply Chain Management
• Product Responsibility

Aligning our Material topics to our Strategic Priorities and to Global and National Reporting Frameworks,
Goals and Targets
Key enabler to our strategic
Material Topic priority “Prepare for long GRI UN SDGs QSE QNV 2030
term SUSTAINABILITY”

Product Economic
Responsibility Development,
GRI 416, QSE E 2, Social
GRI 417 S 14 Development,
Operational Environmental
Reliability Development
• High performing
Economic organization, focus on talent Economic
GRI 201 -
Performance management, Qatarization Development
and succession planning
• Strengthen stakeholder
alignment
• Support shaping regulations Economic
GRI 201 -
impacting our products Development
• Boost digitalization to
Sustainability become a ‘reference’ in our
in the Supply industry
Chain Social
Development,
GRI 204,
Economic
GRI 308, QSE S 22
Development,
GRI 414
Environmental
Development

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Sustainability Report 2020 Sustainability Report 2020
The COVID-19 pandemic coincided with an industry already Even before 2020, QAFAC has taken several steps on its refreshed strategy (including initiative charters) to familiarize of the organization. The program also entails a performance
entering a downcycle; the global petrochemical industry has transformational journey, accelerating our shift towards our external and internal stakeholders through a series monitoring system to track our production performance. Since
been facing many challenges before the pandemic such as resilience and sustainable growth and preparing our company of engagements and discussions. However, owing to the its launch, the program has been successfully supporting us
fluctuating oil and gas prices, slowing demand growth, and for a dynamic future. In 2019, we launched the Project COVID-19 pandemic, the implementation of the strategy was on our continuous quest for operational excellence.
growing surplus. Those challenges have only become more ‘Advance’ to undergo proactive strategy refresh for the next 5 put on hold and is targeted to be deployed in 2021.
We also continue to track and monitor our financial
pronounced during the pandemic, and the repercussions years. As part of the project, various strategic priorities were
To support our efforts towards continuous operational performance, plant reliability, maintenance, production,
of the pandemic and the lockdowns introduced to curb it defined to optimize our production volumes for Methanol and
excellence and growth, we maintain an ISO 9001 Quality product quality, and customer satisfaction through the
continued to be felt across the petrochemical industry globally. MTBE in order to achieve business excellence, while delivering
Management System certified by an external auditor. This multiple key performance indicators (KPIs) which were
value in line with the Qatar National Vision 2030.
As oil prices crashed and demand for medical and personal system enables us to identify, measure, control, and improve established in 2015.
care products soared, parts of the petrochemical industry Project ‘Advance’ is planned to be implemented over our core business processes to untimely drive process
Last but not least, we believe in the power of effective
found new opportunities, while others floundered. For a 3-phase approach comprising of strategic foundation, efficiency, high profitability, and achieve a quality-driven
communication and employee engagement in driving success
example, as economic activity slowed sharply across the formulation and roll-out. During 2019, one-on-one meetings culture. In addition, our quality management system endorses
and achieving desired organizational outcomes. Therefore,
globe, demand for petroleum and petroleum products were held with all department heads as well as external us to deliver products which consistently achieve customer
our leadership ensures communicating QAFAC’s core values,
plummeted, which had subsequent impacts on prices for entities like Muntajat and QP in order to gather feedback and satisfaction.
commitments and challenges to all its employees in an effort
refined petroleum products and other associated items, such align the thought processes of all stakeholders. Two offsite
Furthermore, we continued to build upon the success to improve employees’ satisfaction and commitment towards
as MTBE. meetings were undertaken; while the first one focused on
of our Operational Excellence (OE) Program to enhance the Company’s mission, vision, and goals. This section outlines
QAFAC’s vision and mission, the second one focused on the
While we remained resilient in the face of these challenges, performance and increase efficiency and reliability in our our performance in 2020 in regard to economic performance,
company’s values. Further to these meetings, a new vision
it became increasingly clear how important it is to continue plants’ main operations. The program was launched in product responsibility, operational reliability, and sustainability
and mission as well as a new set of values were adopted
to take the necessary actions to navigate towards even 2015 to reinforce our position as a leading Methanol and in the supply chain. These topics, which are aligned with the
with effect from 2020 following the approval of the Board of
greater resilience. By continuing to focus on improving our MTBE producer in the industry and transform our working GRI Standards, have been identified as material for QAFAC and
Directors and the CEO.
financial performance, increasing our operational reliability procedures through the introduction of world-class tools its stakeholders during our Materiality Assessment in 2020.
and efficiency, supporting our supply chain and enhancing Additionally, as part of the strategy roll-out and and practices that increase performance, efficiency and The selected material topics have also been broadly correlated
the quality of our products, we will be able to ensure our implementation, in 2020 we conducted the communication reliability. This is achieved through state-of-the-art operations to the UN SDGs, QNV 2030 and QSE ESG Guidance to show
business’s continued success. roll-out of the vision & mission statements, core values and and equipment, continuous performance monitoring and the contribution of our activities and initiatives to sustainable
management, in addition to fostering a culture of innovation, development globally and locally.
ownership, accountability, and self-improvement at all levels

Key Performance Highlights

Achieved the highest ever daily average and
monthly production records in our MTBE plant
with a total of 2,084 MT and 64,587 MT
respectively

100% MTBE plant

reliability
Attained 101.75%
of the targeted annual
production for methanol
74% of our total supplier contribution
spent on local suppliers

Zero incidents of non-compliance

with regulations and voluntary
codes concerning the health and
safety impacts of products
Successful completion of the
commissioning of
the MTBE pipeline between
QAFAC and QP

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Sustainability Report 2020 Sustainability Report 2020
 GRI 102-45

Our Financial Performance Our Finance Management System also facilitates the process For 2021, we have set a reasonable target to achieve our
GRI 102-45 GRI 201-1 of preparing and reporting on our financial performance, revenues, considering the uncertainty around COVID-19 and
which we conduct annually per the International Financial its impacts, and the unprecedented challenging situation the
The COVID-19 pandemic has impacted many businesses, In addition, our Internal Financial Control Framework that Reporting Standards (IFRS), issued by the International world is facing.
industries, and communities around the globe. However, was developed in alignment with leading practices, such as Accounting Standards Board (IASB). Our annual financial
Despite a challenging year and the decrease in our revenues,
for the petrochemical industry, COVID-19 was not the The Committee of Sponsoring Organizations of the Treadway statements are independently assured by an external auditor.
our commitment to contributing to the socio-economic
sole challenge the industry faced in 2020. The global Commission (COSO) Internal Control Framework, guides our All of these practices, combined with directed leadership, development of Qatar remained unchanged. In 2020,
petrochemical industry has been facing challenges due to direction in relation to achieving operational effectiveness shared values and a culture that emphasizes accountability we spent a total value of USD 146,000 on community
fluctuations in oil and gas prices and a decline in demand and efficiency, financial reporting reliability and ensuring for control and effective communication, institute our internal investments.
due to the transition to renewable energy resources and a compliance with applicable laws and regulations. Our control system. This internal control system is continuously
regenerative, or circular, economy. CFO oversees the Finance Division’s compliance with this monitored in order to identify, assess, and mitigate any rising
framework and ensures adequate financial controls are in risks in a timely manner.
Our adaptability to abrupt changes throughout the year and
place.
our continued operations were a testament to our strength
and resilience. Nonetheless, we realize that only by continuing In order to manage and track our financial performance, we
to optimize our operations and processes, drive productivity, have a Finance Management System in place, which is an
and adopt technology and automation, we will be able to integrated software solution, that assists us in measuring,
remain profitable in the market and meet stakeholders’ tracking, and monitoring our financial activities such as setting
needs. budgets, forecasts, taxes, cash flows and investments. The
system helps inform and shape our management’s strategic
Thereon, we maintain a Cost Optimization Policy to govern
decisions, which impact the entirety of QAFAC.
our financial performance metrics, targets and practices,
that serve as guidance for the Finance Division to drive cost On an annual basis, budgets are developed by the Finance
optimization efforts at QAFAC. The policy is endorsed by Department and approved by the CFO in line with our Cost
QAFAC’s Chief Financial Officer (CFO), who plays a pivotal role Optimization Policy. On a monthly and quarterly basis,
in setting the required financial performance targets each budgeting meetings are held concerning internal stakeholders
year – including revenue, operating profits, liabilities and to ensure compliance with budgets set at the beginning of
expenses. These targets are then cascaded down to specific the financial year. Deviations in budgets are discussed and
departmental key performance indicators, which are also analyzed to identify measures to balance them or obtain
established by the CFO. adequate approvals.

Our Economic Contribution (USD ‘000)

KPIs / Financial Year 2017 2018 2019 2020

Direct Economic Value Generated

Revenues 671,683 777,856 531,604 361,633

Economic Value Distributed

Operating Costs 415,857 456,696 378,651 345,969

Employee Wages and Benefits 58,472 64,575 69,684 64,069

Payments to providers of Capital* - - - -

Payments to Government(s) 64,300 91,150 31,000 15,000

Community Investment 307 307 29 146

*Confidential

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 GRI 102-2 GRI 102-48

Operational Reliability and Efficiency January of 2020 related to C-1101-LP NDE DGS failure followed In line with our intent to boost digitalization in QAFAC and
by C-1102 impeller failure. On the other hand, our MTBE plant utilize it to drive operational excellence and cost optimization,
achieved reliability of 100% in 2020 increasing from 96.9% we have implemented Advanced Process Control (APC) at our
The COVID-19 pandemic has posed unprecedent challenges MIQA sub-committee meetings are chaired by the Senior in 2019. This increase came as a testament to the success of MTBE plant. APC helps us in reducing the energy and butane
for us in 2020 that obliged us to transform and adjust the Maintenance Manager and representation from the different our multiple efforts that are aimed at enhancing our plants’ consumption, as well as enhancing production volumes
way we conduct our business in order to keep afloat through departments/divisions is ensured in the meetings, for reliabilities and due to no unplanned shutdowns in 2020. by reducing fluctuations affecting plant operations. We
unstable times. With the understanding that poor plant example a representative from Operations, HSSE, Maintenance have reaped many benefits from APC since its three major
availability and reliability causes uncertainty among our (Instrument, Control System, Static Equipment and Rotating controllers were put into operation in 2016, such as smoother
customers that ultimately affects our bottom line, we put Heads) and from Technical Services (i.e. Inspection & QAFAC Plants’ Reliability Performance (%)
plant operation, reduction of process deviation alarms,
great efforts to maintain high plant availability and reliability Reliability Manager) attend the meetings. improvement in production, and steam savings.
during the year. Our day-to-day operations were adjusted
At QAFAC, the management of our production performance
to ensure continuous operations and high productivity while
is accomplished using our internal management system.
safeguarding the health and safety of our employees. We 100 100 100 100 QAFAC’s Production Performance (Tons)
The system encompasses dashboards that support us in 98.3
also had to adapt our operations to ensure our business is 97.3
continuously monitoring, tracking and reviewing performance 96.9
compliant with government regulations and requirements, 96.2
data and performance improvements at all operational levels,
such as those related to the imposed lockdowns.
and enable us to initiate improvement actions wherever

1,067,020

1,091,340

1,067,232
932,331
To maintain strong operational reliability and efficiency, we necessary. Production dashboard meetings are held on a daily
have a combination of rigorous systems and procedures and monthly basis to discuss QAFAC’s production performance,
that assist us in monitoring our assets and avoiding areas for improvements, and production targets.

698,211
674,982
preventable failures. For example, our risk-based inspection

578,080
In 2020, we enhanced our SAP BI/BW dashboards through the

505,756
approach provides for dynamic and planned inspection and
implementation of SAP Lumira software. SAP Lumira enables
maintenance activities that enable us to deliver value by
business users to access, transform, and visualize data of any 2017 2018 2019 2020
mitigating the risks of unplanned operational interruptions.
size in a repeatable and self-service manner. The software

12,288

11,433

3,782
8,715
Additionally, our Mechanical Integrity and Quality Assurance emphasizes a simple user-friendly interface and generates
Methanol Plant Availability and Reliability
(MIQA) Manual guides our equipment reliability assessments, captivating visualizations which allow users to swiftly analyze
focusing on installing, maintaining and improving assets data without the need for scripting. MTBE Plant Availability and Reliability
2017 2018 2019 2020
as per the specifications of the equipment design basis.
To ensure our strategic initiatives are communicated
The manual is supported by a comprehensive set of sub Methanol Production
across the entirety of QAFAC, we held a critique meeting, MTBE Production
procedures, which guide and ensure our alignment with Furthermore, we strive to improve the efficiency across our
chaired by the Chief Operations Officer and attended by key Pentane Production
the MIQA manual in managing process management safety operations by ensuring major projects are executed within the
employees and senior managers, in order to evaluate our
critical equipment and associated tasks that can be viewed budgeted time and cost in order to achieve a 10% reduction
production procedures, operations, and the required areas of
in real-time by our Reliability Department. In 2019, we in our controllable costs by 2023. This objective is in line Note: As we continuously strive to improve our reporting performance,
improvements.
established a MIQA committee comprising of all QAFAC’s with QP’s guidance that encourages the automation of time- we have restated the 2019 Pentane Production data.
function heads who are responsible for the implementation of To continuously enhance our plants’ reliabilities, our Operator consuming processes and deploying cost saving measures.
the MIQA Manual and associated procedures. The committee Training Simulator (OTS), which was introduced in 2018, We have also established specific key performance indicators
and associated sub-committee are also responsible for provides plant operators with the opportunity to regularly (i.e. equipment efficiency, consumption rates and quality
identifying and resolving issues affecting the MIQA program’s train and enhance their competencies by utilizing real time adherence) for measuring and managing our manufacturing
effectiveness, providing and arranging MIQA related training scenarios generated by our dynamic state of the art simulator productivity and the efficiency of our operations.
and guidance to site personnel when needed, establishing of our methanol and MTBE plants. The scenarios range from
and reporting to management all MIQA KPIs as per the normal operations to upset conditions in the plants that
MIQA Manual, auditing the MIQA program periodically, and are simulated close to real plant operation. This simulator
ensuring recommendations from MIQA audits are tracked and contributes towards our commitment to ensuring plant
documentation is maintained. reliability and efficiency by reducing operational interruptions
due to manpower, therefore, generating higher production
In 2020, MIQA sub-committee met 8 times to discuss progress
levels and delivering good HSSE performance. In 2020, we
on the committee’s KPIs, which are monitored on a monthly
carried out trial runs on the simulator that confirmed its
basis. These KPIs include, number of tests and inspections
readiness to operate pending few developmental actions.
deferred for safety critical equipment, number of overdue
tests & inspections for safety critical equipment, number of We also conduct annual reliability assessments of our
active temporary repairs/clamps, number of items rejected by Methanol and MTBE plants in order to compare our
Minimum Essential Receiving Inspection (MERI), and number performance against previous targets and set future targets.
of open and overdue recommendations arising from tests and In 2020, our methanol plant achieved a reliability of 96.2%
inspections on PSM critical equipment. against our internal target of 96.5% and decreasing from
98.3% in 2019. Lower reliability was due to plant outages in

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Sustainability Report 2020 Sustainability Report 2020
Additionally, we plan to undertake benchmarking studies Also, in April we have achieved the highest ever daily average
Sustainable Supply Chain Management
against best practices on cost of operations in particular production record which accounted to 2,084 MT.
GRI 102-9 GRI 102-10 GRI 204-1
regarding maintenance and procurement that will support us
Moving forward, our digitalization efforts are planned
in identifying improvement areas to implement across our Supply chain management continues to be an integral part As part of our sustainable supply chain agenda and in
to span across multiple functions including production,
operations. of our business as it is critical to our success and core to alignment with the Economic Development Pillar of QNV
maintenance, procurement, health and safety and the rest of
As a result of our reliability and efficiency efforts, our our departments, through task automations, wearables that our customer experience. The COVID-19 pandemic clearly 2030, we focus on procuring from local suppliers as an effort
methanol production reached 1,067,232 MT in 2020 of US involve devices, such as smart watches, that can be used by showed the risks and lack of resilience in supply chains that to support the growth of the local businesses in Qatar and
Federal Grade AA Methanol which is about 14% increase QAFAC’s employees to share and view company data. are solely focusing on driving efficiency and cost reductions contribute to the economic development of the country. Our
compared to 2019. However, our MTBE production reached and disregarding environmental and social considerations. Procurement Policy emphasis preference for Qatari companies
In addition to our planned adoption of the Internet of Things Therefore, through supply chain sustainability, we have the and individuals who are nationals of the State of Qatar or
505,756 MT, a decrease of approximately 13% compared to
(IoT) that has the ability to transform any device into a smart power not only to optimize operations, reduce operating companies that are controlled by such individuals. In fact, a
2019. This decrease was due to unfavorable market conditions
solution through a simple internet connectivity for the sole costs, realize market and economic value, and boost customer preference to these companies and individuals is given if the
owning to COVID-19 impacts.
purpose of efficiency of operations. For example, we plan service, but also achieve a competitive advantage over our cost of similar works or services does not exceed a margin of
In addition, in 2020 we have attained the highest ever to connect our products with our data monitoring system to business rivals through generating positive risk management more than 10% of the cost of similar works or services offered
monthly production record in our MTBE plant which was transmit the product’s performance data in real-time. capabilities. by otherwise available non-Qatari nationals or companies
achieved in March with a total of 64,587 MT. that are controlled by non-Qataris. In 2020, we spent a total
To that effect, we are committed to advancing the principles
of USD 18.5 million on local suppliers – accounting to 74% of
and practices of social and environmental responsibility along
total supplier contribution.
the value chain. This commitment is ingrained in our corporate
values and is supported by our Procurement Policy. The Due to the COVID-19 pandemic, we faced several challenges
latter provides us with the direction on the most important this year mainly around the imposed lockdowns, such as
considerations as we work towards achieving a sustainable logistical challenges and availability of materials and services.
supply chain. It prioritizes the following criteria when making Consequently, we took extra measures to mitigate those
procurement decisions: challenges by extending existing contracts, sourcing alternate
Integrated Gas Supply to Mesaieed • Contractors and suppliers who have high social, products and services providers wherever possible, and
closely coordinating with QP and its subsidiary companies
Consumers (IGSMC) environmental and economic standards and practices.
through participating in the Mesaieed Industrial City (MIC)
• Local goods and services to encourage local economic synergy initiatives for the procurement of goods and services.
development and enhance local skills and expertise.
Qatar Petroleum (QP) initiated this project, in 2019, in installing gas pipeline from QP battery limit to the QAFAC In 2020, we continued to drive sustainability and efficiency
In order to implement our Procurement Policy and ultimately in our supply chain through the Ta’win Synergy Development
order to ensure uninterruptable natural gas supply to all tie in point, and providing instrument air, power and
drive a sustainable supply chain, we have a Supplier Program, which was started in 2017 in collaboration with
QP customers in Mesaieed, including QAFAC. The project communication (FO) facilities.
Performance Evaluation Procedure that provides us with a QP subsidiaries, such as Q-Chem, Qatalum, QAFCO, Qatar
consists of the construction, testing, and commissioning of
This project supports our efforts to ensure continued systemic approach to assessing our suppliers and contractors. Steel and QAPCO. The program is aimed at creating sourcing
a gas pipeline from QP to QAFAC.
operations and meet production targets, which eventually The assessment takes into consideration the suppliers’ and synergies to reduce costs by focusing on large aggregate
Despite multiple challenges due to COVID-19 related contribute towards meeting our customers’ needs, contractors’ technical and commercial capabilities, their ISO orders across companies for preferential pricing, for example,
to managing contractors, technology providers, and enhancing our reputation, and retaining our market certifications such as ISO 9001, ISO 14001 and ISO 45001, in the procurement of health and safety equipment and
the lockdowns in 2020, QAFAC was able to contribute capitalization. The project is aimed to be completed in and their business relationships with Qatari companies in health insurance packages.
to the project by providing a plot for metering station, 2022. the oil and gas industry. While suppliers and contractors
are evaluated based on their performance and completion
of scope of work (SoW) and eventually awarded based on
DIFOTIC criteria (Delivered in Full and On Time, and Invoiced Procurement Contributions (USD ‘000)
Correctly), the Supplier Performance Evaluation Procedure

29,511
allows us to distinguish the high performing suppliers that

25,185
26,984
gain priority and a competitive advantage over their peers.

24,984
24,762

18,539
Additionally, our automated Vendor Categorization System,

17,637
which was developed by the Procurement Department in

15,598

14,882
2018, allows us to organize all active vendors that offer

13,882
similar or interrelated goods and services into specific
categories in order to leverage opportunities for consolidation,

7,836
6,836
contingency development, and improving supply chain
performance, value, and savings.
Our Procurement Department is responsible for managing,
2017 2018 2019 2020
recording, monitoring, and tracking all data related to our
supply chain. In 2020, we paid a total of USD 42.82 million
Total amount paid to Contractors
to our suppliers and contractors for procured goods, products
Total amount paid to Suppliers
and services.
Total amount paid to Local Suppliers

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GRI 102-10 GRI 204-1
Product Responsibility
Procurement Contributions GRI 102-2 GRI 102-6 GRI 416-1 GRI 416-2

KPIs / Financial Year 2017 2018 2019 2020 Our two primary products at QAFAC, Methanol and MTBE, motor vehicles, such as volatile organic compounds (VOC) and
are used widely across a multitude of industries such as particulate matter (PM), which in turn improves air quality
Spending on locally based automotive, agriculture, construction, furniture, oil and gas, due to more complete combustion.
72 75 85 77
Contractors and Suppliers (%) textiles, adhesives, pharmaceuticals and many more.
We realize that the world comes into contact with our
Locally based Suppliers (%) 61 61 51 43 Methanol is a commodity chemical that is a key ingredient products on a daily basis whether directly or indirectly,
in a variety of chemical derivatives and serves as a building therefore, we understand the responsibility that falls upon us
block to produce a multitude of everyday consumer and to ensure our products meet the highest standards of quality,
industrial items. These items include plastics, adhesives, health, safety and environmental protection. To that effect,
reins, glues, LCD TV, computer screens, silicone, windshield, we continuously work to mitigate products’ potential impacts
water fluid, propane, furniture, carpeting, plywood subfloors, on our people, customers, and the environment at any point
vaccines and other pharmaceuticals. during the lifecycle of our products.
Establishment of QAFAC Contract Additionally, methanol is also used in an increasing number We, at QAFAC, have various stringent internal controls and
of energy-related applications. As global demand for clean systems that ensure the high-quality and safe production of
Review Committee energy and concerns for preserving the environment are our products. For example, our ISO 9001 Quality Management
rising, methanol has emerged as a clean, sustainable System sets the foundation for our quality assurance activities,
In line with our cost optimization efforts, in 2020, we In 2020, the committee achieved cost reductions of 6.8% transportation fuel alternative for the future (vehicle fuel, which include conducting regular comprehensive quality
established QAFAC Contract Review Committee with (USD 177,666) through successfully negotiating five marine fuel, etc.), whether used in a blended application with checks on our products in line with ISO 9001 in order to
the mandate to negotiate existing contracts with the contracts. gasoline or on its own as a substitute for diesel or gasoline. ensure we consistently provide products that meet customer
objectives of obtaining discounts from contractors and Methanol is an economically viable alternative-energy and regulatory requirements.
Building on the success achieved in 2020, the committee solution that can provide fuel diversity and reduce emissions
eventually reducing our costs. Additionally, we have developed Material Safety Data
will continue its important work throughout the years like sulphur oxide (SOx) and nitrogen oxide (NOx). It can also
The committee consists of our Senior Production Manager, to realize further cost reductions in line with our Sheets (MSDS) that are in line with the United Nations
be produced from renewable resources like biomass, landfill
Procurement Manager, Finance Manager, Strategic Procurement Policy. Globally Harmonized System of Classification and Labelling
gas, and CO2, which reduces its carbon footprint.
Sourcing Manager, and Purchasing Manager, all reporting of Chemicals (GHS) for both of our products, Methanol and
to the Chief Corporate Officer, who is also part of the Over the last few years and mostly in China, methanol has MTBE. The MSDS provide our people and customers with
committee. also been increasingly replacing coal as a clean-burning various safety information to help with the identification of
fuel to power industrial boilers and furnaces used for heat the product, its hazards and some control measures including
generation. Compared to coal, methanol boilers show superior dedicated emergency hotlines. The sheets specifically depict
emissions benefits of at least a 75% reduction in total the physical and chemical properties to be aware of when
emissions in terms of PM, SOx, and NOx.1 handling and storing our products, identifies potential hazards
and first aid measures, including the correct measures to
On the other hand, MTBE is a fuel additive that is used in
implement if Methanol or MTBE contacted the eyes or skin,
motor gasoline to reduce the tail gas emissions generated by
was inhaled or digested, and indicate firefighting measures

Methanol as Marine Fuel

Methanol has drawn much attention as a marine fuel due to its potential in GHG emission reduction, ease of
handling, operational safety and engine compatibility.2
Methanol emits no sulphur, and its use significantly reduces NOX and particulate-matter emissions compared
to traditional marine fuels, which is helping the maritime industry meet the increasingly stringent emissions
regulations and the new environmental regulations from the International Maritime Organization (IMO) which
require ships to decrease emissions of sulphur oxide (SOX) and nitrogen oxide (NOX). Additionally, methanol can
contribute to lower CO2 emissions in the maritime sector compared to heavy fuel oil. With the future market
outlook driving the push towards reducing sulphur emissions in the marine fuel sector, Methanol qualifies as
a promising option to eliminate sulphur from the transportation sector.

1
Maritime Energy and Sustainable Development (MESD) Centre of Excellence – Methanol as a Marine Fuel Report, January 2021
2
Methanol Institute (https://www.methanol.org/heat/)

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 GRI 416-2

in case of fire resulting from QAFAC’s products. Our MSDS Consequently, in 2020 we did not face any incidents of non-
for Methanol and MTBE are available to anyone handling, compliance with regulations and voluntary codes concerning
transporting or using our products and are publicly available the health and safety impacts of products.
on our website.
In addition, as part of our strategic initiatives we intend to Completion and Commissioning
We also take various measures, throughout our production collaborate with Muntajat to further develop both our MTBE
process, to ensure our products are produced safely and to and Methanol market knowledge encompassing market of the new MTBE pipeline
the highest quality standards. For example, in our Methanol conditions projections and future market trends. This will
production process, our steam reformer is optimized support us in reaching our aspirations of becoming a reference We realize that our responsibility for the impact of our Additionally, this project contributes towards our efforts
(including the monitoring and controlling of the temperature leader in the market. products extends across their entire lifecycle, which to improve the safety and reliability of our operations by
and pressure) to achieve high conversion and high quality of includes the efficient and safe transportation of our eliminating the potential for spills when filling tankers,
We are also planning to develop technical and market
our products. Moreover, we ensure all our pipes and valves products to customers’ locations. In 2017, we started the reducing the amount of flammable substances being
intelligence with the support of QP and Muntajat by exploring
are labelled and the direction of flow is indicated, and our MTBE Pipeline project with Qatar Petroleum (QP), which transported on roadways, reducing traffic, and eliminating
market potential and by prioritizing brownfield expansions for
products are stored above-ground in tank farms to avoid aimed at providing a safe and reliable transfer system for loading and unloading bottlenecks.
MTBE and Methanol derivatives. We are keen on investing in
hazards related to static discharges that are prevalent in other our MTBE product to QP refinery.
this initiative due to brownfield expansion’s environmental This project included the installation of a dedicated MTBE
types of storages.
mitigation and cost efficiency as we would purchase or QP uses MTBE to blend it with gasoline in order to pipeline and transfer pumps at QAFAC, and the installation
Last but not least, we also performed environmental impact lease existing facilities opposed to the critical economic and enhance the desired properties of the latter. Previously, and integration of a MTBE Tank and blending pumps at QP
assessments on our products and identified associated environmental costs that would be incurred in building a MTBE was being transported from QAFAC to QP Refinery refinery, which were completed in 2019.
hazards and various controls for exposure, accidental release, new facility. In addition, we are also keen to identify areas through tankers, which was putting a cap on the supply
and first aid among others. The assessments are critical for of potential by-products synergies with the broader QP In February 2020, successful commissioning of the
(1,800-2,000 bbl/day) considering the limited number of pipeline was completed, and it has been in regular use
mitigating our health, safety and environmental impacts and system (e.g. CO2 and H2 for Methanol production through CO2 tankers per day (8 tankers per day, each having a capacity
protecting our people and customers throughout the process Hydrogenation process) and review best-in-class / approaches since then. However, our MTBE truck loading system
of 250 bbl approximately). With QP foreseeing an increase remains on standby, ready for use when and if required.
of handling, storing and transporting our products. for overall by-product synergy. in MTBE demand based on future specifications, a pipeline
was necessary for QAFAC and QP to stay ahead of the
curve.

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Life Cycle Assessment of Methanol and MTBE
Life Cycle Assessment (LCA) is a methodology that is used QAFAC’s Health, Safety, Security and Environment Department
to evaluate various environmental impacts associated with has performed LCA studies of its two primary products:
the lifecycle of a product. The analysis examines different Methanol (MeOH) and MTBE. Methanol is a building block
input and output flows across the life cycle stages within the for countless chemicals, with wide-ranging clean energy Raw Material
specified boundary to mark the environmental impacts across applications. Owing to the product’s importance in several Extractions Raw Material
the product manufacturing value chain. manufacturing processes, QAFAC aims to assess its products’
Upstream activities
Processing
LCA follows a phased manner of assessment, detailed below.
environmental footprint using the cradle-to-gate approach, Raw Material Transport
required to extract Upstream activities
wherein the life cycle of the MeOH and MTBE products is
the natural gas required to remove Upstream life cycle stage of sending the
1. Goal and scope definition – This phase asserts the objective traced back to the extraction of feedstock materials and ends
- includes well contaminants processed natural gas, mixed butanes
and intended use of the study and outlines the chosen scope at the QAFAC plant gate. The LCA was performed in fulfilment
drilling, well and separate out and pentane plus bottoms from the Qatar
appropriate for fulfilling the defined goal(s). of ISO standards 14001 and 14064 and to satisfy mandates
completion, gas by-products from Petroleum Natural Gas Liquids (QP NGL)
by internal and external stakeholders of the company. The
2. Inventory analysis – This phase involves the collection and production and raw natural gas plant to the QAFAC MeOH/MTBE facility
methodology used conforms to ISO standards 14040 and
aggregation of input and output data with respect to the recovery, storage producing pipeline
14044.
product lifecycle being studied. and gas delivery to quality gas
The assessment focused on the upstream life cycle stages a processing plant
3. Impact assessment – This phase involves using the raw
affected by QAFAC’s supply chain and the operation life cycle
data to characterize and evaluate the overall lifecycle
stage that are directly influenced by the environmental
environmental impacts under consideration. Natural Gas Natural Gas Butane
performance of QAFAC’s facilities. Product distribution and
4. Interpretation – This phase is ongoing throughout the end-use phases have been excluded from the analysis. The
study as an iterative process of assessing and guiding the functional units used for the MeOH and MTBE analysis were
outcomes of each of the phases above in relation to the study 1 MT of MeOH and 1 MT of MTBE, respectively.
objectives.
The five impact categories selected for evaluation in this study
included: Grid Power
1. Climate Change: This category reflects total emissions of Supply
greenhouse gases across the product life cycle, viz., Carbon
Dioxide (CO2), Methane (CH4) and Nitrous Oxide (N2O). Generation,
Goal and scope MeOH MTBE transmission and
definition 2. Acidification: This category reflects total emissions of acidic Production Production distribution of
gases across the product life cycle, viz., Sulphur Oxides electricity from the
(SOx) and nitrogen oxides (NOx). Operation life cycle Operation life cycle
local grid
stage of producing stage of producing
3. Resource Depletion- Fossil Fuels: This category reflects the MeOH at QAFAC’s MTBE at QAFAC’s
total requirement for fossil-fuel-based energy across the MeOH/MTBE MeOH/MTBE
product life cycle. production facility production facility
Inventory 4. Water Scarcity: This category reflects the total freshwater
Interpretation
analysis drawn across the product lifecycle.
5. Photochemical Ozone Creation: This category reflects
the total emissions of Non-Methane Volatile Organic
Compounds (NMVOC).
The following manufacturing (MeOH and MTBE) process’s
value chain is considered for the lifecycle assessment.
Impact
assessment
MeOH Loading MTBE Loading
Loading MeOH Pumping MTBE by
from storage tanks loading pumps
at the MeOH/MTBE from storage tanks
facility by loading at the MeOH/
pumps to the MTBE facility to the
QAFAC jetty nearby QAFAC jetty nearby

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 05
Managing Our
Environment
• Environmental Leadership
• Direct and Indirect Energy
• Greenhouse Gas (GHG) and Air Emissions
• Water and Wastewater
• Hazardous and Non-Hazardous Waste

Aligning our Material Topics to our Strategic Priorities and to Global and National Reporting Frameworks,
Goals and Targets
Key enabler to our strategic
Material
priority “Prepare for long GRI UN SDGs QSE QNV 2030
Topic
term SUSTAINABILITY”

Energy GRI 302 QSE E3, 4, 6

• Strive for excellence in

Emissions environmental protection GRI 305 QSE E5
Environmental
• Boost ‘digitalization’ to set a Development
benchmark in our industry

Water and
GRI 303 QSE E8
wastewater

Waste
GRI 306 QSE E9
management

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 Environmental Leadership
Climate resilience is one of the most critical issues of our Framework Convention on Climate Change (UNFCCC), United As part of our Leadership commitment to environmental others. We did not face any challenges in participating in the
time, requiring timely and dedicated action at a global scale. Nations Sustainable Development Goals (UN SDGs), The Doha excellence and minimizing the environmental footprint, we at environmental sub-committee meetings.
Now coupled with that, the global COVID-19 pandemic has Amendment, and the Environmental leadership guidelines QAFAC embedded environmental objectives into our mission,
Furthermore, we conduct management review meetings
placed governments, businesses and societies in challenging from the International Petroleum Industry Environmental values and strategy.
twice a year to perform a thorough review of all the
and complex circumstances, with the energy demand Conservation Association (IPIECA).
Along with our strategy, we also developed the Quality, components that must be tracked and monitored including
drastically changing around the world.
Furthermore, we also support the State of Qatar in meeting Health, Safety and Environmental (QHSE) policy which compliance assessments to environmental regulations as well
Despite these extremely, difficult conditions, as a producer of the aspirations and goals of the Environmental Development governs our practices and further augments our Leadership’s as development of mitigation and or action plans as per our
Methanol and MTBE, we at QAFAC continue to recognize the pillar of the Qatar National Vision 2030 as well as the commitment towards building an ethos that fosters consent to operate and local environmental regulations. In
impact of our operations on the environment and reckon that objectives of the Second National Development Strategy environmental protection. 2020, our management review meetings were conducted as
we have a critical role to play in climate change mitigation (2018- 2022). planned and involved discussion on topics such as assessment
Furthermore, we realize the importance of having governance
by driving profound changes within the energy systems to of our compliance to present regulations, and development of
This section discloses our environmental journey in 2020 bodies to drive environmental management and protection.
accelerate decarbonization as well as by enhancing our water action plans to meet new environmental regulations.
and highlights our performance on energy management, To that effect, we have Level 1, Level 2 and Level 3 HSSE
and waste management practices. committees that conduct periodic meetings to review updates
greenhouse gas and air emissions, water and waste
To that effect, our environmental efforts support various management. on our environmental performance, discuss progress on
national and international efforts in fighting climate change our current environmental initiatives and communicate any
including the Paris agreement of the United Nations changes in environmental regulations.
Our Level 1 and Level 2 committee meetings took place as
per the planned schedule. However, we faced disruptions in
steering Level 3 committee meetings due to the COVID-19
pandemic, as these meetings are physically conducted on
Key Performance Highlights site and usually include members from shop floor and the
field team. However, going forward we plan to transform our
approach towards conducting these meetings by increasing
their frequency as well as exploring options to remotely
engage various committee members through use of digital
technologies.
Updated Policies and Procedures In addition, we are also part of the Mesaieed Industrial City
of the Energy Management NOX and SOX emissions decreased
(MIC) Environmental sub-committee, which includes members
Systems (EnMS) in line with in 2020 by 7% and 13% from industries located in MIC as well as Qatar Petroleum (QP)
ISO 50001 respectively in comparison to corporate. The sub-committee is responsible for carrying-
2019 out environmental studies for the MIC community and
reviewing environmental parameters including environmental
KPIs, flaring reports and environmental incidents, amongst

Our Corporate Alignment To Our Environmental Priorities

51%
of the wastewater we generated in Mission
2020 was recycled and discharged to Maintaining the highest HSSE
4% our Green Belt standard
of total waste generated was Mission
recycled in 2020

Mission Mission
Values Strategy
Zero Responsibility: We care deeply Key enablers to our long-term
reportable hydrocarbon spills for for the environment and all the sustainability: Strive for excellence in
eight consecutive years communities we impact environmental protection

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As part of our belief in implementing a comprehensive and procedures that govern our environmental processes
framework to develop strong operational systems and and provides a structured approach to manage major
processes, we implemented an Environmental Management environmental concerns. In 2020, We updated our EMS with Environmental Newsletter
System (EMS) as per ISO 14001 in 2005, demonstrating our new procedures in line with ISO 14001 standards. As part of
commitment to environmental protection and delivering high our EMS, it is the responsibility of every QAFAC employee to A newsletter is one of the effective tools used for • Zoonoses & COVID-19
quality. Our EMS encompasses all the environmental policies fully understand and follow our environmental policies. communication of relevant and valuable information. • Forest Fire and its Impact on Environment
Environment newsletters are issued within QAFAC
• Particulate Matter Pollution: Health and
for communication of important information in order
Environmental Effects
to enhance environmental awareness of employees.
• Effects of Littering on Human, Animals and
World Environment Day Poster Competition Following topics were covered in these newsletters
during 2020: Environment
• World Environment Day “Time for Nature” • Greenhouse Gas Emissions: Drivers and Impacts
• World Water Day: Water & Climate Change • Earth Day 2020: Climate Action

The poster making competition

among the children of our employees
is held on the World Environment
Day each year. Besides being a fun-
filled activity for the kids of all
ages, the event also helps to raise
environmental awareness. The
theme for 2020 focused on “Time for
Nature”. The competition was held
online due to the COVID-19 pandemic,
and the winning contestants from all
age groups received prizes.

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We recognize that establishing strong auditing programs of Municipality and Environment (MME). We also conducted
Direct and Indirect Energy
and routines is pivotal to the continuous management and training and environmental awareness sessions for our
GRI 302-1 GRI 302-3
improvement of our environmental performance as an employees and contractors, which covered topics such as
organization. Subsequently, we conducted several audits ISO 14001 environmental management system awareness, As a Methanol and MTBE producer, we recognize that which will provide an overarching commitment to energy
including an EMS internal audit, third-party surveillance audits waste management and recyclable waste segregation. our operations can be energy intensive and consume management and its key principles.
and re-certification audits to enhance our environmental These trainings were conducted face-to-face, but with a abundant amounts of energy. Hence, we are cognizant of
performance. maximum of five participants per session owing to the Currently, we follow detailed processes to optimize the energy
our responsibility to manage our energy consumption and
COVID-19 pandemic. Our leadership recognizes that there is a consumption at our plants and ensure that we manage our
In line with our philosophy behind environmental subsequently mitigate our environmental footprint. We
strong need for a proactive and forward-looking position on energy efficiently. In addition, we also seek to implement
management, we comprehend the importance of having believe that the way forward is to invest in technologies
emerging environmental issues in this rapidly changing global closed loop processes that result in cost savings and further
aware and knowledgeable employees to further embed and and performance management processes that make our
market. Thus, in the coming years we aspire to continue to reduction in energy consumption.
drive environmental excellence in our operations. Thus, we production processes as green and efficient as possible.
embrace various projects and initiatives by strengthening As a leading producer of Methanol and MTBE, fuel gas
regularly participate in external conferences and trainings, Therefore, as part of our continued efforts to reduce our
our operational eminence and tapping into the potential of (comprising of natural gas and purge gas) makes up 96% of
and conduct internal awareness sessions. We participated in energy consumption and drive excellence in energy
digitalization to further integrate environmental excellence our energy consumption at QAFAC, whereas the remaining
online conferences and trainings conducted by the Ministry management, in 2019, we initiated an organization-wide
into our organization and culture. 4% is from electricity supplied by Qatar General Electricity
energy management system (EnMS) program in line with
and Water Corporation (KAHRAMAA). For our fuel gas, we
the ISO 50001 standard to guide our energy management
primarily burn it in the firing reformer to produce steam to
practices. Our project is expected to conclude in 2021 and
operate our mechanical equipment. In 2020, our total energy
aims to help us with our commitment to the efficient,
consumption was 11% higher than the previous year. This
effective and economical management of our energy
is due to the fact that our Methanol production increased by
consumption. As part of the project, we developed new
Upgrade of QAFAC Master Environmental procedures as well as updated existing procedures and
14% during the reporting year. Consequently, this resulted in
a high plant load operation contributing to the corresponding
Aspect/ Impact Register several other documentations such as the Enterprise Risk
increase in the overall energy consumption.
Management (ERM) procedure, management of change
procedure, corrective action, internal audit, management Measuring our energy intensity provides us with a more
review and environmental communications procedures representative comparison of our energy consumption
In 2020, we undertook a key initiative to upgrade our The salient features of the upgraded aspect/ impact by normalizing it against our production. During the
in alignment with the ISO 50001 requirements. These
Environmental aspect/ impacts register, which maintains register include: reporting period, our energy intensity was 14.61 GJ per
procedures and documentation are expected to be finalized
a record of all the environmental aspects associated with • Development of a new template, which provides ton of production, which was 7% higher than the previous
and effectively implemented in 2021.
QAFAC’s activities and assesses whether these aspects us with a good understanding of the “evaluation of year. This can be attributed to the optimization of plant
already have or could potentially have a significant impact effective significance” before and after implementation As part of our EnMS project, we have also developed
operations due to the COVID-19 pandemic. Although the MTBE
on the environment. of control measures. an energy management policy that governs our day-to-
production decreased in 2020, our energy consumption was
day operations to identify an energy baseline, energy
The environmental aspects evaluated include elements • Within the new template, we have identified still maintained at the same level (as fuel consumption for
performance indicators, significant energy uses, as well as
of QAFAC’s activities, products or services that can interact “compliance obligation” of each activity in accordance to steam generation remains the same, as well as due to other
set energy targets and objectives. Our energy management
with the environment, such as discharges to water, Law number 30 of MME and QAFAC Consent to Operate. maintenance activities), resulting in a higher energy intensity
policy is expected to be approved and rolled out in 2021,
emissions to air, wastes, use of natural resources and Therefore, aspects, which have a legal compliance, shall per ton of production.
materials. Consequently, the environmental impacts be ranked as “significant”.
assessed include any changes to the environment whether
adverse or beneficial, wholly or partially resulting from • Life Cycle Assessment (LCA), which is carried out as
QAFAC’s environmental aspects, such as global warming, part of this exercise is a methodology for integrated Energy Consumption (GJ) Energy Intensity (GJ/Ton of Production)
water pollution or contamination of land. The relationship impact assessment, where the environmental burdens
between aspect and impact is simply a “cause and effect”. associated with the whole life cycle of products are
For example, emissions to air and water (aspects) can quantified. Such impacts refer to a wide range of
categories such as climate change, resource depletion,

23,844,215

23,835,319
22,980,107

22,952,923

22,978,129
generate adverse impacts such as pollution and global

22,122,161
20,640,914
19,874,445
warming. eco-toxicity, etc. To fulfill the requirement of section 8.1
of ISO 14001:2015 standards, our new aspect/ impact
register has been developed to be consistent with an 14.61
LCA perspective.
13.59 13.67
13.23

882,396

766,469

855,968
864,108

2017 2018 2019 2020 2017 2018 2019 2020

Fuel consumption Electricity consumption
Total energy consumption

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Sustainability Report 2020 Sustainability Report 2020
 GRI 305-7

Greenhouse Gas (GHG) and Air Emissions Nevertheless, despite the increase in the GHG emissions, our carbon dioxide and converted it into Methanol. In the future,
Carbon Dioxide Recovery (CDR) unit, which was commissioned we aim to further reduce our GHG emissions and minimize
GRI 305-1 GRI 305-2 GRI 305-4 GRI 305-7 GRI 102-48 in 2014, effectively reduces the GHG emissions by capturing our environmental footprint.
carbon dioxide and converting it through our production
As an operator in an energy intensive industry, we realize that with the plant information (PI) and Uniformance process As for our air emissions, we are continuously looking for
processes to Methanol. We strongly believe that our efforts in
the energy we consume results in producing greenhouse gas history database (PHD) system and lab information opportunities to reduce our environmental impact by
capturing the carbon dioxide from our plant is contributing to
(GHG) emissions and several other air emissions. Therefore, management systems (LIMS), which is currently under implementing several environmental projects and conducting
the positive value of GHG emission mitigation in a sustainable
we are proud to play our part in cutting harmful industrial development. Going forward, in 2021, we aspire to further multiple studies. In 2019, we commissioned a selective non-
manner. We successfully captured 158,317 metric tons of
emissions and taking a leading role as an environmentally enhance our program by having a comprehensive mechanism
conscious company, preserving and protecting the natural with calibration systems, equipment, protocols, monitoring
environment around us. and certification programs for GHG accounting, reporting and
verification process. NOx Comparison Before and After SNCR Commissioning
We are cognizant that our processes require a degree of
flaring to ensure the safety and reliability of our operations, Both our scope 1 and scope 2 emissions increased by 7%
consequently resulting in the generation of GHG emissions. and 9% respectively in comparison to the previous reporting
Therefore, we comprehend that managing our emissions is a period. This is due to the corresponding overall increase in
continuous process and we are committed to implementing the energy consumption in our operations, owing to the
proactive solutions to reduce them. Therefore, we invest in increased Methanol production. In addition, specifically with
various controls and initiatives to promote the reduction of our respect to scope 1 emissions, as a result of our GHG A&R
emissions and flaring, while ensuring compliance to all the program, we have an improved inventory of GHG emission
regulatory requirements as part of our environmental license sources that is captured as part of our calculations, thereby
to operate, and in alignment with QP’s flaring reduction resulting in higher values of scope 1 emission. The values
strategy. for direct scope 1 carbon emissions (and therefore total
emissions) for 2019 are revised in our current report based
To ensure better monitoring, tracking and verification of our
on AR reporting because we were deducting CO2 recovered
data, we have established a dashboard system that allows
(from our CDR plant) and reused within our process from CO2
real-time data monitoring and reporting on the performance
emissions in our previous calculations. Also we incorporated
of GHG and air emissions as well as flaring, through a set of
Global Warming Potential (GWP) for CH4 and N2O in our
KPIs.
revised calculations. QAFAC is also in the process of getting
Furthermore, in 2020 we started our journey to implement a its verification by a QP-appointed third party in the second
world-class Greenhouse Gas (GHG) Accounting and Reporting quarter of 2021. catalytic reduction (SNCR) system as part of our efforts to In addition, the SNCR unit also helped us in reducing the
(A&R) program in line with QP’s approved Accounting and meet the Ministry of Municipality and Environment (MME)’s quantum of both our NOX and SOX emissions by 7% and 10%
Our GHG intensity also increased by 1% compared to 2019.
Reporting Procedure for GHG emissions, as well as EU and directive to maintain NOX limits of 125 mg/Nm3. As part of respectively in comparison to 2019.
This is because, our MTBE plant operated at a low load
IPCC guidelines to ensure the highest accuracy of reported the project, we also procured new equipment and installed
attributed to the optimization of plant operations due to With respect to the effective management of our flaring
emissions. As part of the program, new procedures and new analyzers to further enhance the emission monitoring for
the COVID-19 pandemic. However, our energy consumption and to ensure the accuracy of our data reported, we have
processes were developed, such as the quality management the SNCR unit. As a result, we are proud to mention that our
was maintained at the same level resulting in higher a GHG developed a dashboard system to carry out real-time data
plan, emission methodologies, etc. We also adopted a data SNCR system achieved a 58% reduction in NOX emissions at
emission per ton of production. monitoring and tracking. Furthermore, we have also put an
integration software for GHG A&R that will be communicating the reformer from approximately 260-280 mg/Nm3 in 2018
action plan in place to minimize our flaring in alignment with
to around 110-125 mg/Nm3 in 2020.
the QP mandate.
Greenhouse Gas Emissions (Metric Tons of CO2e) GHG Intensity (Ton CO2e/ Ton of Production)
Air Emissions Trend (Tons) Flaring of Off-Spec Gases (MMSCM*)
1,064,425
1,158,530
1,038,378

997,227

1,446
951,033

1,185 172
979,987

892,860

913 850 162

862,325

158
116 111 93 84
120,152

0.67 0.68 116

117,662

113,392

0.56 0.54
104,367

2017 2018 2019 2020 2017 2018 2019 2020

2017 2018 2019 2020 2017 2018 2019 2020 SOX emissions NOX emissions *Million Metric Standard Cubic Meters
Direct GHG Emissions (Scope 1) Direct GHG Emissions (Scope 1)
Indirect GHG Emissions (Scope 2) Total GHG Emissions Indirect GHG Emissions (Scope 2) Total GHG Emissions
Note: As a result of our GHG A&R program, the values for direct scope
1 GHG emissions (and therefore the total emissions) for 2019 are
revised in our current report.

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We initiated the third round of our Leak Detection and Repair Despite various controls in place, our off-spec flaring increased
Water and Wastewater
(LDAR) program following QP guidelines and in accordance by 6% in 2020 in comparison to 2019 due to the low load
with US EPA Method 21, in order to minimize the emission of operations and the unplanned shutdown of the MTBE plant. GRI 303-1 GRI 303-2 GRI 303-3 GRI 303-4 GRI 303-5
fugitive volatile organic compounds (VOCs) and hazardous air
However, we have undertaken significant measures to reduce The State of Qatar is one of the few countries across the plant constituted 17% of company-generated water and 7%
pollutants (HAPs). While no new monitoring was carried out
our flaring in the future by initiating our Regenerate Gas globe classified as suffering from acute water stress. Drawing of our total freshwater consumption.
in 2020, we continued to develop new procedures during the
Scrubbing (RGS) project. heavily upon groundwater and desalinated water, Qatar is
year to have an in-house and out-sourced LDAR program. However, this quantum of water recovered from the CDR
and to likely remain one of the most water-stressed countries
in the near future, according to the World Resources Institute plant was approximately 50% less in comparison to 2019.
(WRI)*. Therefore, operating within one of the highest water- This is due to the low plant operation and unplanned shut
stressed regions of the world, we are immensely mindful of down of the CDR. The annual load of the CDR unit was slightly
our water consumption, and thereof water efficiency forms an less in 2020 compared to 2019. In addition, the quencher
Upgrade of Berth/Jetty integral part of our environmental management approach. gas (Flue gas) outlet temperature was also quite high due
to which more water was passed into the CO2 absorber and
In addition, as part of our efforts towards water management, consequently resulting in less water recovery.
QAFAC has initiated a project to upgrade the existing berth the problems in the existing loading system such as water consumption is also one of key performance indicators
that is monitored as part of our corporate scorecard and Owing to our water consumption, wastewater is discharged
and product loading system in our shipping operations, movement of ships due to heavy winds or rough seas from our operations. Our wastewater is classified into
in order to have an internationally accepted, safe and while establishing a disconnection/ connection between reviewed against objectives and targets.
four different types: oily wastewater, process wastewater,
permanent solution. This is because the jetty remains the loading system and the tanker nozzles. At QAFAC, water is mainly used for two purposes: demineralized wastewater and sanitary wastewater. We
static, while the other part of the ship always faces generating steam for process requirements and for driving discharged a total of 526,699 m3 of wastewater, which was
The key objective of the project is to implement a
movement based on the sea conditions, thereby posing the mechanical equipment as well as non-contact cooling. 3.4% higher in comparison to the previous year. This is mainly
completely safe loading system with zero spillages of any
a danger. In addition, the vapors emitted by the ships Our primary sources of water are purchased water from due to the increased generation of process wastewater
product (MTBE or Methanol) and avoid evaporation or
also cause environmental pollution. To combat the same, KAHRAMAA or self-generated water, which also includes from the Methanol plant due to the increased production
vapor emissions to the environment with no changes to
this project involves the installation of a completely water recovered and reused from the CDR plant - involving and corresponding high plant load operation. Nevertheless,
the jetty itself.
automated loading arm and a vapor recovery system at the recycling recovered water vapor from flue gases. approximately 51% of the wastewater we generated was
jetty, so as to enable the automatic disconnection of the The project was started in 2019 and is currently under recycled and discharged to our Green Belt. To further manage
implementation. The project involves three phases In 2020, our purchased water accounted for approximately
loading system from the tanker in case of an emergency our wastewater, we are in the process of establishing a near
comprising of pre-evaluation of prospective manufacturers 61% of our total freshwater consumption, whereas, the
and to prohibit the emission of vapors directly into the zero liquid discharge (NZLD) plant.
as part of requesting their invitation to bid (ITB), followed remaining 39% was from our company generated water.
atmosphere.
by selection of the technology provider and the subsequent Specifically, the water recovered and reused from the CDR
A key challenge as part of the project was to manage
procurement of related equipment. In 2020, we faced
the environment and operational safety, as whenever
technical challenges in implementing the project owing
there is a system connecting the static and dynamic it is Freshwater Use and Reuse Trend (m3) Wastewater Generated and Recycled (m3)
to the low response from the bidders due to the COVID-19
highly important to ensure that the synchronization takes
pandemic. The project is ongoing, and the technical
place correctly. Therefore, the loading arm will enable
evaluation is expected to be completed in 2021.

1,871,351

1,879,315
the automatic disconnection of the loading system within

1,746,539

1,665,418
a very short period, as well as govern and manage all

1,075,961
1,088,820

1,076,111

547,956

526,699
529,694
1,021,352

509,569
803,204
782,531

670,578

644,066

270,142

268,938
262,757

252,487
300,293
275,590

225,307

109,758
2017 2018 2019 2020 2017 2018 2019 2020
Regenerate Gas Scrubbing (RGS) Project
Purchased Company generated Total used Total wastewater generated including non-contact cooling water
Water recovered and reused from CDR plant Recycled wastewater discharged to the Green Belt
The RGS project aims to treat and recover the regeneration resource consumption as well as minimization of waste
gas used at the Oleflex unit of the MTBE plant, for use due to the reuse of gas as fuel. Furthermore, we are *https://www.wri.org/blog/2015/08/ranking-world-s-most-water-stressed-countries-2040
as fuel in the fuel network. In 2018, we obtained the also planning to use approximately 50% of our Pressure
Environmental Clearance Permit and the RGS project is Swing Adsorption (PSA) tail gas in the fuel network along
expected to be commissioned in 2021. with the RGS outlet gas. This project is also planned to be
commissioned in the second quarter of 2021 along with
Once implemented, we are optimistic that we shall be
the RGS unit.
able to drastically decrease our flaring as the benefits of
the project include reduction in the flaring of regenerate
net gas, saving of equivalent natural gas due to reduced

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 GRI 303-1 GRI 303-2 GRI 303-3 GRI 303-4 GRI 303-5

Hazardous and Non-Hazardous Waste

GRI 306-1 GRI 306-2 GRI 306-3 GRI 306-4 GRI 306-5 GRI 102-48
Near Zero Liquid Discharge (NZLD) Plant
Qatar has set a national objective to decrease the quantum During the reporting period, our waste generation reduced as
of waste that is being sent to landfills by reducing the waste much as 73% compared to the previous year. This was mainly
In order to manage our wastewater, we are establishing Although we faced several operational delays in
generation through design, reuse and recycling. Therefore, we due to planned turnaround in 2019 wherein waste generated
a near zero liquid discharge (NZLD) plant in compliance executing the phase 1 and phase 2 of the project due to
at QAFAC recognize the importance of managing our waste was significantly high. We predominantly maintained normal
with the requirements of MME and the State of Qatar. the COVID-19 pandemic, we are currently finalizing the
responsibly in line with QNV 2030 and the industry best operations. However, the generation of waste was high due to
The NZLD plant will have systems in place to treat the design engineering of the project and in the process of
practices for enhancing environmental protection. some maintenance and ongoing project activities conducted
process wastewater streams (i.e. oily wastewater, process preparing the invitation to bid (ITB) document for a PCIC
at the site.
wastewater and demineralized wastewater) and upgrade contractor. The plant is expected be fully operational by As a producer of MTBE and Methanol, our operations result in
them to potable water standards. The objective of the the end of 2023 and will recover approximately 85% the generation of hazardous and non- hazardous waste, which We produced a total of approximately 744 tons of waste -
project is to promote water conservation as well as gain of our wastewater so that it can be utilized as make-up can cause adverse environmental impacts unless, managed approximately 48% of the waste we generated was non-
commercial benefit by utilizing the treated effluent, water to our demineralization plant. The remaining 15%, responsibly. Therefore, we also carefully evaluate the waste hazardous, whereas the remaining 52% was hazardous waste.
resulting in a substantial saving of 604,440 m3 annual and which is mainly brine water, will be rejected to the sea. management options for each of our waste streams and However, with proper planning, execution and coordination,
69 m3/hour load of water sourced from KAHRAMAA with As part of the project handover, our employees will also partner with local enterprises to promote further development the disposal of both hazardous and non-hazardous waste was
an equivalent cost savings of QAR 3.5 million. undergo training and awareness on the new equipment of waste management infrastructure. Furthermore, we also carried out seamlessly.
and technology. continuously seek opportunities to improve our overall waste
The plant is highly automated and is being implemented
management practices and close the loop to minimize the
in three phases. The first phase involves selection of
negative environmental outcomes. Total Waste by Disposal Method (Tons)
the technology provider and procurement of package
equipment. The second and third phases involve interfacing At QAFAC, our hazardous waste primarily comprises of spent
and detailed engineering followed by procurement, catalysts, spent resin, spent salt, oily sludge, activated
construction, installation and commissioning (PCIC) contract carbon and spent oil filters. Alternately, domestic waste and 1,358
award for execution respectively. electronic waste (which is completely recycled) constitutes
the majority of our non-hazardous waste.
To manage our waste responsibly, we set KPIs and targets 1,171
at departmental and executive levels to ensure continuous 503
improvement. Our performance is tracked through our 485
348
dashboard systems and is reported quarterly as part of our 337
261 260 122
consent to operate requirements to MME. Furthermore, we
65 83
also engage with several waste management contractors 62
who are responsible for the handling, transportation and 56 48
32 27
disposal of different types of waste, which include hazardous
waste, general waste, electronic waste, incinerable waste and
medical waste. 2017 2018 2019 2020

Incineration MIC hazardous waste treatment center for

Hazardous and Non-Hazardous Waste Trend (Tons)
treatment and subsequent landtilling
1,401 Recycling Direct landfilling
1,334

584 The waste we disposed constituted 96% of our total waste

567 388
356 generated in 2020. We primarily dispose our waste through
301 289 landfilling and incineration. Of the total waste disposed,
47% was hazardous waste that was initially treated at MIC
2017 2018 2019 2020 hazardous waste treatment center and then landfilled, 4.5%
Hazardous waste Non-Hazardous waste of the waste was sent for incineration at the Boom Waste
Treatment Company, whereas the remaining 48.5% was
Note: The data for 2019 was updated as typographical errors were domestic non-hazardous waste that was directly landfilled. In
discovered in historical calculations. 2020, approximately 92% of the total waste generated was
eventually landfilled.

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 GRI 306-2 GRI 306-4
We are proud to mention that the remaining 4% of our waste spills. In addition, we also enhanced our oil spill response
generated is recycled through our designated waste-handling capability by conducting spill response assessments and
contractors. Through our Recyclable Waste Management exercises at identified operational facilities in collaboration with
Program, we aim to further increase the percentage in coming our emergency response team (ERT) members. Subsequent to
years. our efforts, we are pleased to state that we did not have any
Launching of Recyclable Waste Management Apart from the waste we inevitably generate, our operations
reportable spill incidents for over eight consecutive years.

Program at QAFAC can also lead to the unfortunate incidents of hydrocarbon spills We understand that environmental management is a
continuous journey. Therefore, in the coming years, we
and thereof, it is our responsibility to prevent of such spills. In
light of the same, we adopt a planned maintenance method will rigorously persist to manage our commitment towards
Recycling involves the process of collecting and processing The recyclable waste is collected and stored in respective environmental protection and strive further to mitigate our
to prevent spills at sources. This method upholds asset integrity
discarded materials (waste) and turning them into new storage bins placed outside the buildings. An approved footprint through responsible practices.
via regular monitoring to proactively manage and prevent
products. Beyond the direct economic value created to contractor collects the waste on call basis, which is then
the communities through energy and material recovery handed over to the recycling facilities for recycling of
as well as new product creation, recycling also provides a plastic, aluminum and paper. Accordingly, monthly reports
multitude benefits to help our environment by conserving are submitted by the contractors to QAFAC.
natural resources, protecting eco-systems and wildlife,
reducing the demand for raw materials, contributing to
energy savings and essentially cutting back on carbon
emissions.
Keeping in view the environmental benefits of recycling, in
2019 QAFAC HSSE department and the Environment section
launched the Recyclable Waste Management Program. In
2020, we further enhanced the program by placing color-
coded recyclable waste bins in the buildings for collection
of empty plastic water bottles, aluminum cans and paper.
Each bin has four compartments with different color codes.
Each color corresponds to a specific waste category as
stated below:
• Yellow: For plastic bottles (e.g. water bottles)
• Red: For aluminum cans (e.g. beverage cans)
• Blue: For paper
• Green: For non-hazardous general waste

Summary of Waste Recycled and Environmental Benefits in 2020

Paper/Carton Trees Water Energy

150(Kg) 2.55 1,843.65 gal. 797.74 Kw

Wastes

Aluminum Cans Plastic Bottles

Oil Landfill Space Air Pollution
10 (Kg) 10 (Kg)
80.48 gal. 0.62 m 3
9.00 lbs.

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 06
Ensuring Safe
Operations
• Health and Safety Leadership
• Occupational Health and Safety
• Process Safety Management
• Emergency Preparedness

Aligning our Material Topics to our Strategic Priorities and to Global and National Reporting Frameworks,
Goals and Targets
Key enabler to our strategic
Material
priority “Prepare for long GRI UN SDGs QSE QNV 2030
Topic
term SUSTAINABILITY”

Occupational
Health and GRI 403 QSE S14,15
Safety
• Sustain top quartile health
and safety performance
Labor • Boost ‘digitalization’ to QSE Social
GRI 412
Standards become a reference in our S16,17,18 Development
industry

Process
GRI OG 13
Safety

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At QAFAC, the health and safety of our people and the and safety of our workforce whether on site or working medical facility, travel and transportation guidelines for Convention and its accompanying Recommendation by
safety of our operations has always been a core value, an remotely, while also ensuring the continuity of our business. employees and contractors, guidelines for handling scenarios the International Labor Organization (ILO) and the safety
unconditional and non-negotiable aspect of our business. In related to being a suspected or a positive case of COVID-19, standards of the American Petroleum Institute (API).
line with this value, operating in a healthy, safe and reliable In light of the same, we stringently followed all the amongst others.
manner is and will continue to be a critical component in instructions and guidelines issued by the Ministry of Public We also align our workplace reliability, health and safety
our business decision making and lies at the heart of our Health (MoPH) and Qatar Petroleum. We also closely We have also implemented several initiatives to ensure with the provisions under the Qatar Labor Law, the policies
organization. coordinated with QP for implementing the health and safety utmost health and safety and monitor the wellbeing of our of the National Committee of Occupational Health and Safety
measures and worked with the crisis management committee employees and contractors. Moreover, we also put our joint within the Ministry of Administrative Development, Labor and
Moreover, the resurgence of the COVID-19 pandemic has to develop several COVID-19 related guidelines and measures HSSE inspections on hold, which are conducted in coordination Social Affairs, and the social development pillar of the Qatar
further emphasized the supreme importance of prioritizing that are required to be followed by our employees. with different departments, as a precautionary measure to National Vision 2030.
the health, safety and well-being of our workforce. Therefore, avoid the close contact of the employees.
we are more committed than ever and have taken an extra Some of these guidelines include protocols to manage This section outlines our performance during the reporting
mile of effort in maintaining high norms of health and safety individual health and safety (e.g. social distancing, wearing In addition, as part of our business operations, we also uphold period on occupational health and safety, process safety and
in all our operational activities to ensure ‘zero harm’ for all our face masks, sanitizing, etc.), procedures for communicating high standards of occupational health and safety and process emergency preparedness. Our approach to managing our
employees, contractors, visitors, customers and shareholders. any concerns or intimating information regarding COVID-19 safety in line with international frameworks and standards performance on these topics is disclosed in line with the
Subsequently, we took several efforts to ensure the health cases within the organization, protocols for quarantining published such as the Environment, Health and Safety (EHS) Global Reporting Initiative and Qatar Stock Exchange ESG
COVID-19 affected employees and transferring them to a Program of the Organization for Economic Co-operation and guidance.
Development (OECD), the Occupational Safety and Health

Key Performance Highlights Achieved

16.43 million safe working hours
without an LTI for employees and Health and safety initiatives implemented for COVID-19
contractors in 2020

Completed • Temperature checks conducted at • Increased security to monitor compliance

entry points
15 safe years • Restricted entry only to authorized
without any LTI for contractors • Distribution of masks and personnel
No lost time injures (LTI)
installation of sanitizer dispensers
during the reporting period
• Frequent sanitation and disinfection
of the facilities and premises

Provided our employees with 3,564 hours of

internal and external health and safety training
• Management of employee
work-shifts in a safe • Allocation of specialized
manner (rotation of shifts MoPH rooms for quarantining
to ensure availability of Guidelines and positive cases
RoSPA Silver award winner QP mandate
back-ups) • Encouragement of
for demonstrating well developed Transitioned to
employees to undertake
occupational health and safety ISO 45001 occupational health • COVID-19 tests as a
precautionary measure for SWAB tests
management system and culture and safety management system
shift employees

• Deployment of additional nurses to • ‘Work from home’ arrangement for the

Zero heat stress conduct health checks workforce in alignment with QP guidelines
incidents • Obtain continuous health status update • Development of virtual collaborative
for nine consecutive on positive cases and close contacts platforms
years
• Permission for face-to-face meetings with
Zero fatalities all safety precautions - only for business
during the critical activities
reporting period
Completed 1.4 million safe
working hours, combined
employees and contractors, in 2020

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Health and Safety Leadership
Our Corporate Alignment to Our Health and Safety Priorities

Our leadership is cognizant of the importance of managing Along with our internal committees, we are also part of Vision
health and safety and is committed to providing a reliable, several external committees such as the Qatar Petroleum Being recognized for our reliability
safe and a healthy working environment to our workforce – (QP) and Mesaieed Industrial City (MIC) health and safety
both employees and contractors. Accordingly, we design and committees, which provide valuable insights to all the Mission
manage our workforce health and safety and process safety members and assist them in their commitments to various
programs with the goal of achieving a zero-injury and zero- requirements.
release workplace year after year.
As a leading producer of MTBE and Methanol, our leadership
Mission Mission Mission
Furthermore, we maintain our Quality, Health, Safety and firmly believes that we also have the responsibility to drive
Environment (QHSE) policy, which elucidates our approach and health, safety and reliability at the industry level. Hence, Maintaining the highest HSSE Values
ties down our practices to guide all employees and contractors we are an active member in the Gulf Petrochemicals and standard Safety: We ensure safety in
to foster a culture of health and safety. Chemicals Association (GPCA) and a sponsor of the Mary Kay Mission everything we do
O’Connor Process Safety Center of Texas A&M at Qatar. As a
We believe that health and safety governance require
member of GPCA, we are also part of the GPCA process safety
oversight and commitment from leadership. Thus, we conduct
taskforce committee, which includes members from various Strategy
bimonthly level-1 and level-2 health and safety meetings
petrochemical companies from the Gulf Cooperation Council
headed by the Chief Executive Officer (CEO) and Chief • Approach to winning in the market: Maintaining high
countries.
Operating Officer (COO) respectively, with representatives plant availability and reliability
from all departments at QAFAC. In addition, each QAFAC
• Key enablers to our long-term sustainability:
department has its own safety committee, which is headed by
Sustaining top quartile health and safety performance
the respective department’s manager and conducts exclusive
meetings to discuss important safety topics such as key safety
incidents, major projects with health and safety concerns
and current health and safety performance. We also have a Apart from our participation in various memberships and QAFAC. Our leadership also established QAFAC’s Life Saving
management of change committee and a quality assurance committees to drive health and safety excellence, we also Rules to provide behavioral directives on protecting personnel
committee, which contribute to embedding health and safety implement various controls, procedures and programs against life threatening injuries, illnesses and life-threatening
aspects into everyday practices. Furthermore, we also maintain to support us in upholding our high health and safety hazards.
a Process Safety Management (PSM) central committee standards. In light of the same, we created our Health, Safety,
At QAFAC, we believe that knowledge and awareness is a
specifically to oversee process safety matters. During the Security and Environment (HSSE) principles as an additional
crucial building block to promote a continuous health and
year, several meetings were conducted online owing to the commitment to our process excellence, which provides a
safety culture, and thereof we place significant emphasis
COVID-19 pandemic. platform and a foundation for all systems and activities at
In addition to the aforementioned committees, in 2020 we
also established a crisis management committee to specifically
deal with the management of the COVID-19 pandemic.
The committee undertook several measures to monitor the
COVID-19 situation, including providing continual updates on
the COVID-19 cases and enforcing appropriate actions and
Adobe Captivate Prime-Online Learning
mitigation measures to contain the spread of the disease. Management System

Level 1 and Level 2 HSSE Meetings were done Total Number of Health and Safety Internal In 2020, we implemented the Adobe Captivate Prime experiences that encourage discovery and consumption as
Learning Management System (LMS) – a comprehensive well as leverage the advantage of rich analytics to enable
through virtual platform during the pandemic and External Training Hours in 2020 online learning platform, to meet the HSSE training needs effective decision making.
of every employee. This LMS allows us to easily organize
and store all the training information in one place through The Artificial Intelligence (AI)-powered recommendation
Training Hours
a cloud storage system, thereby making it user-friendly to engine delivers a hyper-personalized learner home page
access all the information while also reducing the risk of experience and promotes HSSE skill-based learning plans to
losing important data. employee cohorts. The platform also encourages proactive
reskilling initiatives with gamification points, certifications
The Adobe Captivate Prime gives us complete control to and badges as well as helps Managers undertake
effectively train employees and contractors with a modern preventive decisions through the use of data from the skill
Internal Training External Training digital learning platform, deliver personalized HSSE learning and compliance report dashboards.
3,240 324

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 GRI 412-1

on providing health and safety related trainings, education, In addition, we also conducted health campaigns during Specifically, with respect to creating cognizance on the our leadership has established multiple key performance
awareness sessions and programs. In 2020, we provided the year which included topics on hypothermia, heat stress COVID-19 pandemic, we conducted several health and safety indicators (KPIs) and set targets to ensure continual
our employees with internal and external trainings covering management, blood pressure and blood sugar awareness, campaigns to promote awareness and shared continuous improvement of our health and safety performance.
a diverse range of topics to drive their awareness including cancer awareness and flu vaccination. updates and reminders on the precautions, in line with
emergency response plan awareness, advanced first aid, safety the guidelines provided by MoPH and QP. In addition, we Total Recordable Case Frequency (TRCF), Lost Time Injury
Our goal is to build and sustain a positive safety culture. Hence, Frequency (LTIF) and Process Safety Total Incident Rate (PSTIR)
induction amongst others. also undertook several initiatives to communicate and
we provided our employees with 3,564 hours of HSSE internal are the three primary KPIs that are continuously tracked and
disseminate the information on the COVID-19 prevention,
and external training in 2020. monitored by the management with a zero-target set for all.
protective measures and guidelines across the employees and
contractors by organizing several campaigns throughout the Subsequently, to ease the tracking and monitoring of our
Training
Training Name Type Description year as well as by raising safety awareness on a weekly basis. performance and to ensure that the targets are met, our
Hours
Furthermore, whenever we received new guidelines or any leadership has also established performance information
Build the capacity of emergency responders and improve their preparedness, dashboards at the executive level. These dashboards provide
ERT Training Internal technical skills, making better coordination while performing emergency 320 revisions on the existing guidelines, these updates were
circulated to employees and contractors on priority. Besides, monthly performance information on the health and safety
management and response effectively.
we also discussed about the COVID-19 precautions in all our attributes, thus helping us to improve decision making in the
Provide the necessary knowledge of the hazards for working in confined key performance areas.
Confined Space meetings and circulated flashes about the safety measures
Internal spaces, safe use of tools and equipment, control of hazards and understanding 28
Entry Program and instructions on how to use masks, regularly wash hands,
the emergency procedure.
etc., through email communications. Moreover, several videos,
Explain the purpose of permits to work within QAFAC and what type of high-risk guides, safety raisers and posters on the COVID-19 guidelines
Permit to Work
Internal activities may require them, roles and responsibilities of PTW key personnel and 480 were also developed and displayed at prominent locations
(Awareness)
explain Job Hazard Analysis (JHA). across the organization including workplaces, entrance gate,
Permit to Work Refresh the knowledge and understanding of the Permit to Work system in rest areas and within the transportation vehicles. We have
Internal 182
(Refresher) QAFAC and responsibilities when issuing and receiving permits. done various inspections of QAFAC shift buses and contractor
Emergency Response Procedure is designed to provide an understanding of the transportation to ensure commuters maintain social distance
planning and preparation of emergency response plans within QAFAC. Deter- and use mask while travelling. Hand sanitisers were fixed in
Emergency buses and it was ensure that it is always filled. Drivers were
mine any gaps as the Emergency Response Team move through the course.
Response Plan Internal 22 trained to maintain hygeine condition.
Participants will collaborate in small groups to analyze scenarios using incident
Awareness
videos and case studies and apply critical thinking skills for prevention and to With regards to performance management, with the objective
respond to emergencies. of transforming our commitments into measurable insights,
This course covers the essential skills (resuscitation inclusive) and he emergen-
Advance First Aid External 84
cy management of illness and injury following Intentional Guidelines.
Understand QAFAC procedure requirements, recognize hazards and gases,
Authorized Gas
Tester - AGT
External pre – entry requirements, safe working codes of practices, be certified as an
Authorized Gas Tester for confined space and conduct effective gas testing.
144 RoSPA Silver Award
Give sufficient knowledge to be able to
• Explain and understand Combustion To commemorate our exemplary HSSE performance
Basic Fire • State the actions to be taken on discovering a small fire in 2020, we participated in the Royal Society for the
Extinguisher External 60 Prevention of Accidents (RoSPA) UK award competition,
(Synergy) • Demonstrate correct extinguisher selection. and we are proud to mention that we won the
• Extinguisher use and operation using P.A.S.S prestigious RoSPA Silver Award. This achievement is a
• Extinguish a small pan fire with a portable fire extinguisher testament to the utmost efforts that we have dedicated
Gain the required knowledge and understanding of the particular hazards and over the years to a develop a robust HSSE management
Hydrogen properties of H2S, and appropriate emergency response actions to take should system and embed a culture of safety among our
Sulfide (H2S) an H2S related incident arise. Also provide participants greater awareness and workforce.
External 36
and Breathing profound understanding for the practical use of BA especially for all personnel
Apparatus (BA) who are at risk from H2S and other toxic gas or for employees who may need
to work in an immediately dangerous to life or health atmospheres.
Safety Induction Provide new employees with an overview of QAFAC work health, safety and
(DVD) Employees Internal environment principles, emergency response and QAFAC Lifesaving rules that 8
Apart from our employees, we also work closely with our develop a contractor safety improvement strategy with action
/ Trainees will encourage them to work more safely.
contractors to meet our safety requirements and we make plans, based on the findings from the periodic monitoring and
Provide new contractors/ vendors with an overview of QAFAC work health, no distinction between the standards of health and safety review of contractor safety performance.
Safety Induction
Internal safety and environment principles, emergency response and QAFAC Lifesaving 2,196 and protocols that we put into practice to manage both
(DVD) Contractors
rules that will encourage them to work more safely. our employee and contractor safety performance. In light We also have a comprehensive contractor management
Provide employees with the necessary training required to be a qualified fire of the same, we maintain a dedicated Contractor Safety program governed by a dedicated procedure that provides
Marshal. It will educate them about their duties and understanding of fire Board to visibly demonstrate our collaborative management instructions to include HSE clauses in our tenders, as well as
Fire Marshall Internal 4 health and safety aspects within the technical evaluation of
hazards and fire safety arrangements, and what is the emergency evacuation commitment to encourage and improve contractor safety
procedure. performance. The Board exemplifies the best practices all submitted proposals to ensure that all people working
adopted within the local industry and community and helps to with QAFAC conform to our health and safety standards.
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 GRI 412-1

The procedure also establishes actions for visiting contractor We also enforced protocols wherein, if any contractor
Occupational Health and Safety
accommodations and conducting contractor audits at the pre- was identified positive for COVID-19, they are required to
tendering stage for all contractors working at our facilities. quarantine and submit medical reports for having completed GRI 403-1 GRI 403-2 GRI 403-3 GRI 403-4 GRI403-5
the treatment until COVID-19 negative. In addition, our QAFAC
As part of our response to the COVID-19 pandemic, we also GRI 403-6 GRI 403-7 GRI 403-9 GRI 412-1
nurses also conduct follow up discussions about the health
undertook prominent measures to manage our contractor conditions as well as check the medical certificates before
health and safety, whereby ‘COVID-19 guidelines for At QAFAC, the health and safety of our employees and and avoid the occurrence of any safety violations. These
the contractors resume their duty to ensure the safety of our contractors is a top priority. We maintain the ‘Bill of Safety meetings also allow for any disputes to be resolved at the
contractors’ were developed, and awareness trainings on entire workforce.
the precaution and safety measures were provided to every Rights and Duties’ in addition to our occupational health earlier stages of engagement, which also helps further in
contractor engaged with QAFAC. We also communicated During the lockdown, we also faced challenges in managing and safety management system, both of which guarantee ensuring compliance to QAFAC’s HSSE requirements.
with various contractor management entities to ensure that the health of some of our contractors who were critical to effective actions and ensure that preventive measures are in
We also conduct regular audits on our occupational health
QAFAC’s guidelines as well as the protocols from QP and the our business operations. Therefore, we closely coordinated place.
and safety management through annual internal and external
directions from MoPH were followed. with QP to transfer these business-critical contractors to In 2020, we upgraded our systems and processes and audits as part of our integrated management system for
safe concession camps in Mesaieed Industrial City (MIC), successfully completed the transition from OHSAS 18001 the purpose of affirming the sound implementation of our
We also implemented several initiatives to manage contractor managed and controlled by QP. The concession camps were
health and safety at our facilities, including checking the standard to ISO 45001 occupational health and safety protocols. In 2020, our internal and external audits focused on
sanitized regularly and administered with stringent controls standard. As part of the upgrade, we developed new checking the procedural compliance of different departments.
status on the EHTERAZ app before they enter the plant, and measures including frequent medical assistance and
temperature checks, minimal staffing of contractors (including procedures as well as updated several exiting procedures to
temperature checkups to manage the contractor health and As part of our efforts to uphold high safety standards, identify
authorizing only one focal person to enter the buildings in comply with the requirements of the ISO 45001 standard.
safety. hazards and manage associated risks, we implemented
order to obtain the permits and avoid frequent entries), In addition, we also developed procedures related to a comprehensive Hazard Identification and Risk Analysis
provision of soaps and sanitizers at all prominent locations, Our leadership comprehends that health and safety safe operations. The excavation procedure identifies the (HIRA) process that is complemented by a well-established
sanitization of contractor fleet and ensuring only 50% management is a continuous journey and thus requires us to responsibilities and safety requirements to be followed risk database. As part of the process, risk analyses are
occupancy in the buses. remain focused, vigilant and compliant to ensure zero harm to during excavation activities, including when working in reviewed periodically by our risk owners, and a dynamic risk
our people. Therefore, in the coming years, we will persevere different types of soil, conducting deep excavation pursuits, assessment on the hierarchy of controls is applied consistently
Furthermore, we also conducted meetings as part of the to ensure that health and safety management remains side wall collapse, falling of person or equipment, shoring, with more emphasis and weightage given to the elimination,
contractor management program to share COVID-19 updates, our core value and stay focused on evolving industry best etc. In addition, as a safety restriction we also mandated the substitution and engineering control measures.
new guidelines, awareness and precautions. Especially, during practices to strengthen our culture of safety and protection. prohibition of non-intrinsically safe smartwatches and earbuds
the bi-monthly contractor meetings, COVID-19 was the first We recognize that despite our HIRA process, our workers may
in the plant and process areas through the implementation of
topic of safety discussion during the year. still encounter some additional hazards on site. Thus, we
a Smart Watch Policy, as they may be ignition sources.
encourage all our workers to report unsafe conditions and acts
During the year, we also initiated a dedicated HSSE kickoff through our HSSE observations program. In 2020, we had a
meeting’ program for all the contractors engaging with total of 950 HSSE observations recorded – 339 by employees
QAFAC. The objective of the program is to provide the and 611 by contractors. On average, we had 146 observations
contractors with an overall induction and awareness to per month. Along with our HSSE observations program, we
familiarize them with all the HSSE requirements, protocols and also conduct periodic meetings with our contractor safety
performance monitoring procedures before they are mobilized officers to discuss HSSE concerns, safety focus areas, planned
into our operations. This program helps the contractors ensure work and any other safety-related issues that may need
that they prepare for all the safety requirements in advance attention.

HSSE Observations in 2020

136
117 110
114 117
87 89
87 87

EHTERAZ
77 72
62 65
59 55 53
44 51 44
37
EHTERAZ (meaning “precaution”) is the official contact tracing application for the 27
20 24
31
22 26 27 28
8 12 16 21 20 30 21
State of Qatar and is owned, operated, and approved by the Ministry of Public 4
Health.
ETHERAZ aims to protect and safeguard the health of citizens, residents and
visitors in Qatar to support the national effort in preventing and reducing the January February March April May Jun July August September October November December

spread of COVID-19. Employees Contractors Total

The application assists in identifying COVID-19 disease transmission chains,
alerting individuals and stakeholders to expedite the provision of medical
support and prioritize testing.

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 GRI 403-1 GRI 403-2 GRI 403-3 GRI 403-4 GRI403-5 GRI 403-1 GRI 403-2 GRI 403-3 GRI 403-4 GRI403-5
GRI 403-6 GRI 403-7 GRI 403-9 GRI 412-1 GRI 403-6 GRI 403-7 GRI 403-9 GRI 412-1

During the reporting period, a total of approximately 1.4 shaded work areas and limited work times are also in place
million working hours were completed by our employees and to ensure that no heat stress cases are faced. As a result of
Celebrating 15 Million Safe Working Hours contractors. our continuous efforts, we are pleased to mention that in the
past nine years we have not suffered any heat stress incident,
Without Lost Time Injuries (LTI) As for our occupational health in specific, we have a
comprehensive Heat Stress Management Program with well-
which is a positive performance given that our people work in
conditions where long heat waves are common.
defined safe working principles and practices to manage and
In 2019, QAFAC achieved a significant milestone of 15 As part of the event, a memento of appreciation was control heat stress related through the summer months. In Along with our comprehensive Heat Stress Management
million safe working hours without any LTI for eight presented to the CEO in recognition of the vital role played addition, we also perform fatigue checks routinely as part Program, we also have a first aid unit that is available around
consecutive years - a testament of our commitment to the towards the zero LTI achievement. Mementos were also of our Heat Stress Management Program. Subsequently, the clock with qualified nurses at QAFAC. During the year,
philosophy that there is no job so important that it cannot presented to all the chief officers, department managers during the year 1,725 fatigue assessments were carried out we also attained a remarkable completion of 181 periodic
be done safely. and contractors to acknowledge and appreciate their by QAFAC occupational health nurses during various on-site medical check-ups (PMC) against a target 210, despite the
tireless contribution that helped in achieving the milestone. activities. During the fatigue assessments, the nurses also several challenges posed by the COVID-19 pandemic. We also
To commemorate the milestone achievement, we
celebrated the event on 19 February 2020 together The main show case of the event was the safety booths check the physical wellbeing of the QAFAC employees and have regular weekly and monthly inspections of QAFAC plants
with the contractors and other stakeholders. Our CEO which were prepared by contracting companies to contractors by administering their vital signs, blood pressure and contractor facilities to ensure the hygiene and well-being
acknowledged the effort of everyone to achieve this demonstrate their best safety practices that are followed and blood sugar levels. Furthermore, provisions on having of the amenities.
milestone and paid tribute to the company wide safety to keep the work activities and work site safe. QAFAC’s
processes, tools, campaigns and trainings along with the members visited each stall and appreciated the contractors
Safety Performance Statistics
unwavering support of every individual working with for the demonstration. The event ended with a cake
QAFAC. cutting ceremony and photography with employees and Indicator 2017 2018 2019 2020
contractors, with the hope to work and strive together to
achieve a new milestone. Number of Employee Fatalities 0 0 0 0
Number of Contractor Fatalities 0 0 0 0
Employee Lost Time Injuries 0 0 0 0
Contractor Lost Time Injuries 0 0 0 0
Employee Total Recordable Injuries 0 0 1 0
Contractor Total Recordable Injuries 1 1 2 1
Employee Occupational Illnesses 0 0 0 0

Body Mass Index (BMI) Machine:

Analysis Report to Track Health Statistics
As on December 30th, 2020, we are proud to have
Body Composition consists of 4 major components i.e. Water, Protein, Minerals
accomplished another significant milestone of 16.43 Work Hours of Employees and Contractors (Hours) and Fat. These four elements are the fundamental ingredients the body is
million safe working hours without any LTI over nine
comprised of, and it is important for them to be in balance. Body composition
consecutive years, which re-emphasizes our world-class
3,470,748

analysis is expected to quantify and measure these ingredients.

safety performance and commitment to the philosophy of
2,803,548

‘Safety always first’. Nevertheless, we still recognize that The InBody370 yields accurate results unique to the individual, regardless of
safety excellence is a continuous process with perpetual scope empirical estimations and reliably evaluates the effectiveness of diet control
for improvement. and exercise prescription. Our employees can be profited with this machine and
their results can be recorded as necessary.
1,568,392

In 2020, we had one case of total recordable injury involving

1,432,462

restricted work for one of our contractors assigned for the

1,207,308
1,041,240

Regenerate Gas Scrubbing (RGS) project. Depending on the

904,230
764,469

injury sustained, the contractor was treated at our QAFAC

667,200
527,152

528,232
442,839

first aid unit and referred for further consultation. An incident

report was reported for the recordable injury. The potential
root cause was identified and actions to eliminate the same
were implemented. Based on the analysis of the incident,
the identified causes, immediate and corrective actions, and Employees Contractors Total
lessons learnt were also shared across the employees and 2017 2018 2019 2020
contractors.

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Process Safety Management
GRI OG-13

As a producer of Methanol and MTBE, we realize the have a Process Hazard Analysis (PHA) overarching standard
consequences of process safety incidents on our workforce, as
well as on the larger environment and society. Therefore, we
and sub-procedures that provide comprehensive requirements
for implementing our process hazard analysis program. Our
Detailed Investigation of Incidents and Root Cause
are cognizant of our responsibility to operate our plants in a PHA program encompasses several techniques to evaluate Analysis (RCA)
highly reliable and safe manner. and control the hazards and risk levels respective to the
A proper incident investigation is critical to any safety As a result, currently we have a robust system in place
process operations. This helps in assessing the suitability
To govern our processes, we maintain a Process Safety management system within an organization. In view of for incident reporting and investigation as per approved
and effectiveness of the existing safety barriers and to help
Management (PSM) central committee chaired by our CEO, to the same, a part of our overall PSM, we conduct detailed procedures, which provide clear and detailed guidelines to
determine whether additional barriers or risk mitigation
specifically oversee process safety matters. The committee investigation of incidents and root cause analyses related examine and perform the RCA.We were recommended 16
measures are needed.
helps to establish process safety guidelines, recommend to equipment and processes. RCA’s and achieved completion of all 16.
process safety trainings for site personnel and audit the We also have a Mechanical Integrity and Quality Assurance Subsequently, a work stream was formed as part of our In order to conduct the detailed RCA, the ‘WHY tree’
performance in all of the essential elements of PSM, to (MIQA) manual that guides our practices in managing process flagship AMAN PSM program (that was concluded in technique is used to identify the underlying cause and
ultimately ensure continual improvement in our safety Safety Critical Equipment (SCE) and associated critical tasks. 2018) with the goal to critically review and improve our contributory factors. Once the RCA is completed, a draft
systems and performance. Furthermore, we follow the OHSA 1910.119 Management incident investigation practices. The objectives of work report with all the supporting information is issued to
of Highly Hazardous Chemicals model to analyze our safety stream were two-fold and the same has been completed: the key stakeholders for their review, and subsequently
Furthermore, we are members in QP’s process safety practices, identify gaps and implement recommended process
committee under the QP Risk Management Forum. As part approved by the COO for final issuance. Subsequently,
safety improvements that will help us achieve excellence in • Upgrade the existing incident investigation procedure
of this committee, we discuss PSM matters and any related the status of the ‘RCA’ and ‘Recommendations Close Out’
HSSE practices. in line with the process safety events reporting and
directives from QP. We also set annual targets, review PSM is shared with all the respective divisions. Furthermore,
investigation guidelines, which will help in examining
implementation and discuss any significant incidents including To that effect, we retain a PSM system audit procedure and a all the recommendations of the incident reports are well
the process safety events more effectively.
its causes, outcomes, mitigation actions and lessons learnt as full suite of protocols that ensure the tracking and monitoring tracked on a monthly basis and are also recorded in the
part of the committee proceedings. of our process safety requirements. In addition to our PSM • Build competencies among employees to conduct SAP.
system audit procedure, we also maintain several programs detailed ‘RCA’ by delivering multiple training sessions for
We also maintain an integrated HSSE and PSM procedure and that support us in upholding excellence in reliability and selected key personnel on the updated procedures, RCA
process safety information management procedure to provide process safety. techniques with awareness sessions on best practices
a directive to manage PSM implementation. Furthermore, we and key concepts of incident investigation.
Learning from Incidents
Linking incident analysis to bowties: In order to improve learning from incidents, incident analyses can be related
Cyclic Process Hazard Analysis (PHA) Reviews back to the barriers in the bowties, giving key performance indicators for barriers.

Hazard
QAFAC’s Methanol plant, utilities and CDR plant processes All the process control hazards and control measures as
Bowtie Risk Assessment
were extensively reviewed during a cyclic PHA that was well as the critical operating procedures were re-evaluated
conducted at Oryx Rotana Doha Hotel from 9th September and all the safety issues that may need further assessment Proactive Proactive Recovery Recovery
to 24th October 2019. The review meetings were were also reviewed. PII conducted PHA participant Threat Consequence
barrier barrier barrier barrier
coordinated by PII (Process Safety Institute), a world- level and PHA leader level training for selected QAFAC
renowned authority on such exercises and were attended employees.
by the Production, Maintenance and Process Safety teams PII has also submitted a detailed report with

Output lesson learned to

Proactive Proactive Top event Recovery Recovery
of QAFAC. Threat Consequence
recommendations for improvement, which will be barrier barrier barrier barrier
undertaken by QAFAC in due course.

Escalation Escalation Escalation Escalation

factor factor barrier factor barrier factor

Provide input to
Incident Analysis

Hazard/Top
Threat Barrier Barrier Barrier Consequence
event

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 GRI OG-13

During the year, we established and documented new

Emergency Preparedness
insights for PSM following the COVID-19 pandemic, through BBS Safe Acts v/s Unsafe Acts Corrected in 2020
development of a dedicated risk management framework GRI 403-3 GRI 403-4 GRI 403-5
and process safety commitments for handling the pandemic 992
situation, based on QAFAC’s practices and experiences. This Having an effective framework for emergency preparedness also have a crisis management team, which is headed by the
was implemented through the identification of all possible 769
is an integral component of protecting our workforce, the CEO and includes members from the top management who
process safety hazards and risks related to the QAFAC facilities. environment and our business operations from external assemble in case of Tier-2 or Tier-3 emergency incidents.
672
In addition, under the site senior leadership guidance, risk factors such as natural disasters or accidents resulting from
control guidelines were also developed and well implemented activities such as hydrocarbon spills. Therefore, we at QAFAC In addition, in 2020, we completed two projects as part of our
361 QAFAC Support Services Amenities (QSSA) initiative. The QSSA
in alignment with QP and other state authorities. These 157 seek to mitigate our risks wherever possible and ensure that
126 162 project encompasses the extension of fire water network
risk management control guidelines and practices are also 92 121 we can respond to them effectively through our dynamic
in line with the centre for chemical process safety’s (CCPS) 52 emergency response plans. hydrants, commissioning of an eco-friendly security/ amenity
process safety risk management approach, and considers building for staff and visitors and the development of a
Position of PPE Tools & Procedures Housekeeping
the following key objectives: management of process safety people Equipment /SOP As part of our approach to emergency response management, petrochemical laboratory building.
hazards and risks within the facilities to an acceptable level as whenever there are major changes in work processes or
Safe acts observed at site At risk acts corrected at site
equipment, we update our emergency plans or develop new The purpose of the Firewater Network Extension project is
before the pandemic started; continued demand for process to provide the firewater coverage to the QAFAC warehouses,
safety support resources (however, the availability of those plans to retain our state of readiness to respond to any critical
In addition, our Behavioral-Based Safety (BBS) program situation. In 2020, we revised our emergency response plan scrap yard, cylinder yard, contractors’ area and the entire
resources may be impacted); understanding the process support services area through provision of hydrants, firehose
drives the overall safety culture at QAFAC by motivating based on the existing emergency procedures of MIC. We also
safety culture within the organization and cultural impact of boxes and complete cathodic protection (CP) system. The
employees to work safely, correcting unsafe acts and revised our pre-plan considering the current risk profile of the
pandemic. project was successfully completed in 2020 and includes an
behaviors, encouraging employees on safer ways to do a job organization and started implementing them through different
In 2020, there were no cases of Tier-1 and Tier-2 process and finding ways to improve the safety system and culture impromptu exercises conducted on a monthly basis. extended fire water line for a total length of 1,198 meters.
safety incidents. Our process safety incident rate (PSTIR) for within the organization. In light of the same, we have a The project also includes the installation of 14 fire hydrants
Tier-1 and Tier-2 remained zero as per the set target. dedicated BBS observations procedure in place that creates a We further endorse our responsibility and leadership towards and fire hose boxes, 8 post indicator valves (PIV) and 21 CP
We had five Tier-3 process safety events (PSE). We systematic approach to address unsafe acts in the workplace. emergency preparedness management, through our effective Test Posts (TP).
investigated these PSEs and a root cause analysis was As part of the procedure, a designated observer will conduct participation in several relevant committees. We are part of
QP’s emergency preparedness committee, which provides At our plants, we have toxic and combustible gas detectors
conducted, with identification of recommendations. a BBS observation of a personnel carrying out a task and will strategically placed throughout our plants to ensure the
engage with that personnel to discuss the safe or unsafe acts, mutual aid assistance for emergencies that affect any
industries in MIC. As members of the committee, we are detection of any leaks. If any of the detectors are activated,
practices or conditions, which could be planned or unplanned. the panel will indicate the exact location of the activated
Process Safety Performance required to share information about resources, equipment
In 2020, we observed 2,956 safe acts in comparison to 548 detector so that our fire-fighting team can respond effectively.
unsafe acts. To ease the process of reporting any safety and fire engines to ensure readiness of all the members in
0 0 0 0 case of an emergency. Along with our membership in QP’s We also have cameras on site that enable any of the
observations for our employees, we have also created a emergency responders to see the area that needs support
2017 2018 2019 2020 mobile-supported BBS platform in addition to our computer emergency preparedness committee, we are members of the
MIC Emergency Response Forum, which meets quarterly to and comprehend the emergency faster. In addition, we have
system based accessible BBS forms. manual call points throughout the plants that any person can
Process Safety Incidents strategically plan for the emergency response within the MIC
community and industrial areas. activate physically. Along with these manual call points, all
operators and technicians also carry radios to alert the control
In addition to the aid assistance for emergencies provided room personnel in case of an emergency.
Key Highlights for Process Safety Management by MIC and QP, we recognize the key role of having skilled
emergency responders at QAFAC to manage incidents. In As part of our extensive measures for emergency
• Initiated the process of detailed process hazard analysis • Participated in the research project of process safety risk 2020, we performed 12 fire safety exercises, based on the preparedness, besides our plants, we also extend our
(PHA) of MTBE plant. Execution of the PHA is scheduled management challenges during COVID-19 led by Texas revised pre-plan to ensure that our emergency response team emergency controls to our nearby buildings. We have gas
in Q3, 2021. A&M University Qatar campus. is prepared to diligently respond towards any such unforeseen detectors at our buildings, which are inspected quarterly by
situations. These exercises covered different scenarios and an external third party to ensure their functionality. In 2020,
• To enhance the quality of root cause analysis (RCAs), • Pre start up safety review (PSSR) was conducted prior to we also conducted third-party inspections on lifting tools,
process safety sub-committee for incident investigation start the MTBE plant to ensure safe start up. provided sufficient opportunity for the team members to
implement the learnings acquired during the theoretical and rescue equipments, breathing apparatus and air compressors
evaluated and finalized the RCA tool ‘Incident XP’. amongst others.
• Initiatives were implemented to develop and issue practical emergency response training sessions. Specifically,
• Process safety critical equipment identification was two process safety review series on a quarterly basis – one session was conducted with the crisis management team As we move forward, we shall continue to remain committed
completed for MeOH & MTBE plants. Final list was ‘chemical reactivity study for safe storage of chemicals’ to ensure that the top management is familiar with their roles to evolve and strengthen our health and safety practices.
uploaded to SAP to track their preventive maintenance and ‘management of process safety during disruptive in line with the emergency response procedures. In addition, in alignment with our strategic direction, we
as per the PM plans. time of COVID-19’. Based on the chemical reactivity shall also leverage the use of digital transformation as a key
study, chemical storage facilities including gas cylinder We also train our Fire and Safety Operators (FSO) and
• Process safety key performance indicators were Emergency Response Team (ERT) that comprises of auxiliary enabler to operate in a socially responsible manner, achieve
storage practices were strengthened & designated world-class health and safety performance with an incident
reviewed and with the addition of few more leading members from the operations and maintenance departments
HAZMAT containers were commissioned. free and secure environment, so as to accelerate our efforts
KPIs as per the CCPs & QP KPIs benchmarking study. to ensure that we respond effectively to any emergency. We
• Behavioral based safety program remained live even towards global HSSE excellence.
• Issuance of process safety beacon on monthly basis
during disruptive time of COVID-19.
to give awareness on key process safety topics and
incident learnings.

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 07
Caring for Our
People
• Workforce Leadership
• Workforce Management and Diversity
• Employee Engagement, Attraction and Retention
• Qatarization
• Supporting Our Local Communities

Aligning our Material Topics To Our Strategic Priorities and to Global and National Reporting Frameworks,
Goals and Targets
Key enabler to our strategic
Material Topic priority “Prepare for long GRI UN SDGs QSE QNV 2030
term SUSTAINABILITY”
Employee
Engagement, QSE S 10,
GRI 404
Attraction and 11, 12
Retention
• High Performing
Qatarization Organization, focus on talent - QSE S 20
management, Qatarization Human
and succession planning Development
Diversity
and Equal • Boost ‘digitalization’ to GRI 405 QSE S 19
Opportunity
become a reference in our
industry
Learning and
GRI 404 QSE S 13
Development • Strengthen stakeholder
alignment

Community
Engagement Social
GRI 413 QSE S 22
and Development
Investment

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Amidst the COVID-19 pandemic, we were obliged to adjust
the way we conduct our business. Our day-to-day operations
Imperative to caring for our employees, we also focus on
positively impacting and contributing to the local communities
Workforce Leadership
shifted to virtual platforms along with the delivery of some in which we operate. This is derived from our belief that
of our learning and development programs. Albeit, our giving back to the Qatari society not only strengthens the
commitments to our people remained unchanged. community but also deepens our relationships and their
QAFAC’s efforts and commitment to creating a workplace compliance with the Ethical Code of Conduct annually. Any
loyalties. This is also embedded in our Corporate Values under
At QAFAC, we believe that our people are our greatest asset that fosters collaboration, inclusion, diversity, continuous failures to comply with the Ethical Code of Conduct are
Responsibility, where we commit to operate in a sustainable
and are essential for our business continuity, success, and learning and well-being for all employees are fully supported investigated by QAFAC Disciplinary Committee and disciplinary
and socially responsible manner, while caring for all the
growth. Therefore, we are invested in fostering a culture of by QAFAC’s leadership. Only with this support, we are able action is taken as appropriate and in accordance with our
communities we impact.
inclusive growth, diversity, and continuous learning to ensure to set the right culture for a successful and high performing established disciplinary procedures. In 2020, there were no
every QAFAC employee is valued, supported, and encouraged organization where every QAFAC employee is respected, cases of non-compliance with our Ethical Code of Conduct.
to make their fullest contributions to the organization and In 2020, we continued to be one of valued, and encouraged to make their fullest contribution.
Qatar at large. the leading employers in Qatar and an Similarly, our HR Policy regulates all human resources matters
We have a number of policies that are approved by QAFAC within the company and contains the full components of
To that effect, a commitment to promote trust, respect, employer of choice by recruiting and leadership, which govern our workplace management policies and procedures of the company in relation to human
empowerment, and teamwork is engrained in our corporate retaining exceptional talent, promoting practices and set out our commitments and expectations. resources’ management, such as the Employee Relations
values and guides the way we work. We are also guided by
our commitment to contribute to the achievement of Qatar Qatarization and supporting gender For example, the Ethical Code of Conduct is applicable to and Policy.
diversity. provides clear guidance to all employees on what it means to
National Vision (QNV) 2030’s social development goals, which To assist our leadership, oversee our workforce management
act ethically, professionally, and with integrity. It also provides
include developing a capable and motivated workforce in practices and activities, we also have multiple departments,
Qatar. In addition, we comply with Qatar’s Labor Law and the This section discloses our efforts to support our people in 2020 QAFAC’s position on a wide array of topics including anti-
divisions and committees, with specific responsibilities, that
Ministry of Administrative Development, Labor and Social and highlights our performance on employee engagement, bribery, conflict of interest, fraud, corruption, and compliance.
work harmoniously to ensure our policies are constantly
Affairs’ requirements which govern our relationship with our attraction and retention, Qatarization, diversity and equal All QAFAC employees are expected to understand and certify
opportunity, learning and development and community applied and our commitments are carried out.
employees and ensure our compliance with the minimum
requirements that concern our employees’ rights at work. engagement and investment. These topics, which are aligned
with the GRI Standards, have been identified as material for
In addition, we take it upon ourselves to protect and promote QAFAC and its stakeholders during our Materiality Assessment
human rights by complying with a number of international in 2020.
frameworks such as the International Labor Organization (ILO)
Workforce Management
and the United Nations, which promote decent work for all
women and men.

Key Performance Highlights

8.8% Female Employees
(increase from 8.1% in 2019)
Training Ethical Code
328 Employees Policy of Conduct
USD 146,000
on community
investments
Celebrated the Qatar National Day
(increase from USD
and National Sports Day while taking into
29,000 in 2019)
consideration COVID-19 precautions

30% Qatarization Nationalization HR Policy

(increase from 27.7% Policy
in 2019) 42 Qatari Developees and
Sponsorees
Employee
Relations Policy
4,708 training
hours for
employees
Launched the ‘Percipio’ e-learning
platform to facilitate continuous learning
and training during the COVID-19 pandemic

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 Workforce Management and Diversity
QAFAC Leadership
GRI 102-8 GRI 102-41 GRI 405-1
Human Resources
Department We, at QAFAC, believe in the worth of our people, and in We also published an Employee Travel Guide to inform our
the value of their differing experiences, backgrounds and employees of the requirements and risks of travelling in and
perspectives in driving QAFAC towards continued success. We out of Qatar. This guide has been developed considering
Facilities & Support Employee Management consider sound workforce and diversity management to be advice from the Ministry of Public Health (MoPH), the World
Services Division Committee a key competitive driver for us, especially in an increasingly Health Organization (WHO) and QP’s Healthcare Department.
competitive global business environment. Therefore, we The guide applies to all QAFAC employees.
continuously work on fostering trust, respect, empowerment
In order to give our employees the confidence to speak
and teamwork within our workforce, and promoting diversity
up, to ensure we are living our values and commitments
and equal opportunity in order to offer an inclusive work
in relation to workforce management and diversity, we
atmosphere regardless of one’s gender, ethnicity, or age.
have an employee grievance mechanism and a progressive
Government Affairs QAFAC Ethics Committee Our workforce management practices are embedded in our problem resolution procedure as portrayed in our Personnel
Division Leadership Employee Relations Policy which is in line with Qatar Labor Policy Manual, which support QAFAC employees in raising
Law and provides direction on employee management any issues, concerns or complaints without fear of reprisal.
related practices and the expectations and rights of all Such issues include unjust treatment over the course of their
QAFAC employees. The policy aims to establish and maintain employment, unethical recruitment, workplace discrimination,
cooperative and harmonious working relationships between sexual harassment, in addition to concerns about wages.
Personnel Administration QAFAC management and employees, based upon mutual
The problem resolution procedure offers employees the ability
Compensation and Division respect and understanding and upon common interest in
to raise any issues with their direct manager, and if the issue
Benefits Division achieving the company’s objectives. The policy includes
is not resolved, employees are given the right to escalate the
interdependent set of policies including a Work Schedule
issue with the department head. Most of the issues raised
Policy and a Diversity Policy. In addition, it includes discipline
at QAFAC are resolved at this level, nevertheless, employees
Training and Nationalization and scheme for rapid reporting and resolution of grievances.
have the liberty to further escalate the issue with the HR
Division Our Work Schedule Policy is in line with Qatar’s Labor Law and manager or CEO if not resolved. In 2020, QAFAC did not report
regulates our working hours which are segregated into two any concerns or complaints from employees.
shift types; the general shift of 8 hours over a consecutive
period of 5 days a week and the shift schedule of three shifts
of 8 hours over a consecutive period of 6 days a week. In
2020, we optimized our employees’ shift schedules in order
to cope with the COVID-19 pandemic challenges and the
ensuing government requirements. We initially revised our
working cycles to become seven-days work/seven-days off
cycle and then to a four-days’ work/four-days off cycle. In
2021, we plan to further revise our work schedule patterns to
switch our shift schedule from three shifts of 8 hours over a
consecutive period of 6 days a week to two shifts of 12 hours,
over the period of four consecutive days a week.
Our Diversity Policy details our direction of being an equal
opportunity employer, fostering diversity and building an
inclusive corporate culture where employees can reach At QAFAC, the management of our workforce performance
their potential regardless of gender or ethnicity. The policy data is systematically accomplished using a robust digital
dictates our efforts at promoting equal employment during system which enables the Personnel Administration division
the recruitment phase, training and career development to monitor and manage our workforce performance and
opportunities for women and seek to help address the metrics. For example, our SAP Fiori mobile application allows
challenge of youth unemployment through the different access to SAP applications such as leave applications, Pay
initiatives we have put in place. Slips, Employee Lookup and Team Calendar. In 2020, we
In 2020, we applied QP’s Travel Policy to our workforce bolstered our Fiori mobile application to accommodate the
management practices in order to help us manage the new challenges arising from our employees working from
unprecedented circumstances ensuing from the travel of our home. Through allowing employees access to some of
employees outside of Qatar during the COVID-19 pandemic. QAFAC’s internal systems through their mobile phones, they
The policy guides the administration of our employees who can apply leaves, check e-mails and other work items as if
were trapped outside of Qatar due to travel restrictions, and they are using their desktops.
those who opted to travel outside of Qatar on their own.

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 GRI 102-8 GRI 405-1 GRI 102-8 GRI 405-1

We also have the Manarah2 application which serves as the Our Personnel Administration division also manages other Stemming from our commitment to ensure a diverse and In addition, we place emphasis on empowering our female
company intranet and contains our policies and procedures, vital functions in relation to workforce management, such as inclusive work environment, our workforce comprises employees. Currently, female employees account for 8.8%,
our employees’ profiles, and the latest events and happening talent acquisition, onboarding, employee relations, labor law of individuals of varying age groups and nationalities, across the staff and middle management employment
in the company. It is user-friendly, accessible to all employees, compliance, record keeping, compensation and handlings each bringing their unique perspectives, experiences and categories, which is an increase from 8.1% in 2019.
runs on real-time data and features tools to effectively specific performance issues. knowledge into the organization.
enhance communication and collaboration and improve
In 2020, our workforce comprised a total of 328 permanent
business processes.
and temporary employees, allowing us to meet our business
Additionally, our SAP Human Capital Management (HCM) requirements and operational needs. Our workforce is Workforce by Nationality Workforce by Gender
Module, which the Personnel Administration division has distributed between our Mesaieed Plant at Mesaieed
exclusive access to, maintains employee data management Industrial City (MIC), where the largest part of our business
– including salaries, grades and personal details. The system operations is located, and the remaining are at our head office
311 303 308 305 299
serves as the main source in coming up with manpower in Doha. 241 236 241 240 233
demographics, reports and employee-related performance
trends.

QAFAC’s Headcount Workforce Breakdown by Employment Level 96 91 93 92 95

337 26 24 26 27 29
10

334 27 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
337

332 Expatriates Qataris Male Female

328
327
291

Senior Management Middle Management

2016 2017 2018 2019 2020 Staff

Workforce by Age Group

116 119
105 104 104 104 108
100 94
87
79 77
68 63 70
60 55
52 45
43

2016 2017 2018 2019 2020

Workforce by age 18-30 Workforce by age 31-40 Workforce by age 41-50 Workforce by age 51-60

Workforce by Employment Level

308 300 302 299 291

11 18 10 17 10 22 10 23 10 27

2016 2017 2018 2019 2020

Senior Management Middle Management Staff

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Sustainability Report 2020 Sustainability Report 2020
 GRI 401-1 GRI 401-2
Employee Engagement, Attraction Under our retention programs falls our annual Long Service off cycle and then to a four-days work/four-days off cycle.

and Retention Awards, which is an appreciation program that aims to

appreciate and recognize the loyalty and commitment of our
Medical checkups were mandatory for anyone with related
symptoms and infected persons or those who have come in
employees. Through the program, we reward our long-lasting close contact with an infected person were put on quarantine
GRI 401-1 GRI 401-2 GRI 404-1 GRI 404-2 employees for completing 5, 10, 15 and 20 years of service as per the guidelines from the Ministry of Public Health
with a Long Service Award. In 2020, we awarded a total of (MoPH). We have also made special arrangements with QP
With the belief that a high-performing workforce is In order to track our performance in regard to workplace 34 employees. 12 of whom have been working with QAFAC to facilitate COVID-19 vaccination of our employees at QP’s
fundamental to continuously driving optimal levels of success and employee management, we have an integrated system for 20 years. 4 employees have been working for 15 years, 8 Medical Clinic.
at QAFAC, we put great emphasis on our efforts to attract, in place that encompasses all attraction, recruitment and employees for 10 years and 10 employees for 5 years.
Additionally, we implemented several workplace-flexibility
retain and engage high caliber talent. This is demonstrated development data, in addition to the performance of Pursuant to the fact that over one third of our workforce is measures in response to the global pandemic. For example,
in our commitment to continuously apply the correct employees and candidates. aged 51 and above, we need clear succession planning for we introduced two new leave types that aim to regularize
mechanisms for talent acquisition, learning and development, all critical roles to ensure business continuity. Our Succession attendance in response to the pandemic and government
Attracting and retaining qualified talent is the key to
employee engagement, employee retention and talent exit Planning Program assists us in preparing for the retirement requirements; Work from Home and Force Majeure leaves.
maintaining QAFAC’s competitive advantage. We constantly
management. of a large cohort of our workforce over the coming few years Work from Home is intended to minimize the number of
strive to maintain a culture where each employee is valued,
Our Recruitment, Placement and Selection Policy guides our respected and encouraged to grow in his or her career. through identifying those critical roles that will be difficult to employees that are physically present in the office in line with
efforts in regard to attracting diverse and qualified candidates fill quickly through external hire or internal succession. We the government’s precautionary measures. Force Majeure is
In 2020, we successfully attracted 11 high-caliber employees are continuously working to actively identify junior personnel
to QAFAC’s job vacancies, using the most appropriate methods applied for employees who are required to quarantine for
who contributed to our total workforce of 328 employees. The suitable for development in these areas and equip them with
of sourcing, screening, selection, and placement. In addition, being suspected or confirmed as COVID-19 virus carriers as per
majority of our new employee hires are between the ages the necessary tools and knowledge for success in a given role.
our Talent and Career Progression Policy, which was revamped government-issued medical certification. The Force Majeure
of 18 and 40 years old, which further illustrates our efforts
in 2019 to be in line with our Recruitment Policy, ensures the In 2020, we took extra measures to ensure the health and is different from Sick Leave entitlement in that it is applied
towards fostering a youthful workforce. We continue to hire
right talent is selected for the right job and that new hires are safety of our employees during the COVID-19 pandemic. without loss of pay or allowances.
both females and males but most of our recruits in 2020 were
compensated in a fair manner that maintains the competitive Effective COVID-19 guidelines and QP protocols were Ensuing from our understanding that the COVID-19 pandemic
males.
standard of the company. implemented in order to minimize contact and the risk of has disrupted not only businesses but also individuals in
In line with our efforts to foster a youthful workforce, we infection within our workforce. Employees’ shift schedules
We also have a set of policies that govern our workplace their personal lives, we made sure that our employees
implement a graduate engineering program each year, were initially optimized to seven-days work/seven-days
and employee management practices, such as the Employee feel appreciated and supported during these difficult times
which gives the opportunity for freshly graduated engineers
Relations Policy and the Allowances and Benefits Policy.
from Qatari universities to join QAFAC and rotate across
These policies mandate that our employees are treated
maintenance and production functions to learn from the
and compensated fairly and equitably and are not exposed New Employee Hires by Age
finest minds in the industry and be exposed to cutting-
to any discriminatory acts or harassment or abuse of any
edge technologies. This program is not exclusive to Qatari
kind. In addition, our End of Service Policy demonstrates our 5
nationals, but applicants must be born and raised in Qatar. 5
commitment to valuing and appreciating our employees
Upon completion, graduates may be asked to join QAFAC as 4 4
through providing those who are departing QAFAC with a 4
permanent employees. During 2020, we were able to confirm
bonus-scheme which is calculated based on the years of 3 3 3
22 of our developees as fulltime employees.
service.
Once people join QAFAC, it becomes essential to ensure their 2 2 2 2
Lastly, we have a set of policies under the Learning and
satisfaction and content of being part of QAFAC. Therefore, 1 1 1
Development Department, such as the Training Policy, which
we continue to maintain emphasis on employee appreciation,
govern the ways in which QAFAC supports its employees 0 0 0 0 0
engagement, and career planning and development. This
in their personal and professional development through 18-30 31-40 41-50 51-60
is achieved through the various programs and activities
offering a mix of training and development programs. In
that we implement on a yearly basis, such as the learning 2016 2017 2018 2019 2020
2020, we introduced eight new policies under the Learning
and development programs, the appreciation program, the
and Development Department to address topics such as
engagement activities, as well as the many rewards and
Grade Progression for Qataris, Internship Programs, Training
benefits that are offered to our employees. Although our
Processes and Procedures, Succession Planning, Talent Career
turnover rate has increased to 10% in 2020, most of our
Progression and Personal Development Program for Qatari New Employee Hires by Employment Level New Employee Hires by Gender
employee turnover is amongst the 51-60 years age group,
Developees. These policies have been made available to all
which can be tied to the retirement age of our employees at 9 9
QAFAC employees through Manarah, QAFAC’s internal website. 10
QAFAC. 8
The Training Policy details the training programs, materials 8
7
and hours required during the year based on QAFAC’s 7 7
6
organizational objectives. Employees are encouraged to invest 4
in themselves, and this is reflected in the initiatives we are
taking to provide employees with access to development 2 2
2
and training resources through an online learning platform 1 1 1
0 0 0 0 0 0 0 0 0
that is easily accessible from anywhere and through mobile
applications. 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

Senior management Middle management Staff Male Female

QAFAC QAFAC
98 99
Sustainability Report 2020 Sustainability Report 2020
 GRI 404-2 GRI 401-1 GRI 401-2 GRI 404-2

through various measures, including expanding our paid To continue to compete and lead, we need to think and act in Division to identify any gaps in current training initiatives and aim of accelerating learning within QAFAC, even during the
compassionate leave application- for those requiring to travel new ways. A successful future for QAFAC and our employees employee’s skill sets. Ultimately, this process results in the COVID-19 pandemic. The platform offers the choice of where,
outside of Qatar for emergency reasons (hospitalization will be built on learning. Throughout an employee’s career, training objectives to bridge the gap between current and when, and how to learn while delivering highly engaging
or death)- to cover not only the travel period but also the QAFAC supports people in their personal and professional desired performance through the development of a training multimodal content. The platform offers learning courses on
quarantine period, if applicable. Additionally, we ensured that development through providing training, diplomas, and program. The training programs are then monitored and a wide range of topics, curated into over 2,800 courses, and
the outmost assistance from immigration affairs was available graduation programs. managed by Training and Nationalization Division to ensure includes a vast collection of advanced leadership training
for our expat employees who wish to return to Qatar and our employees complete their designated training on par designed for top management.
Our training development process starts with a training
acquire a ‘return permit’. with their competency development requirements. After
needs assessment performed by the Personal Administration To support the career progression of our employees within
employees complete a training, we require them to fill out
QAFAC, we have various programs that focus on preparing
a Training Feedback Form which assists us in evaluating our
our employees for future roles. For example, our Talent and
training programs and enables us to continually improve our
Career Progression Program and Shadowing Program aim
training offerings.
at preparing nominated employees to take on new roles
In 2020, we launched our e-learning platform ‘Percipio’, and higher positions. Additionally, our employees receive
COVID-19 Resilience through Digitalization which is an intelligent learning platform that delivers an performance and career development reviews on a regular
intuitive stylish design and consumer-led experience with the basis.

With the outbreak of COVID-19, we had to accelerate discussion rooms at the same time.
the digitalization of some of our processes and internal • Implemented applications for HR activities to continue Employee Turnover by Employment Level
operations and establish a robust technical infrastructure without interruptions (e.g. using SAP to fill time sheets
30 31
that would enable us to safeguard our productivity during or carry out general activities). Users can also log in
these disastrous times. and perform HR related activities through SAP Fiori
application using their mobile phones.
Through the efforts of our Information Technology (IT) and
• Provided awareness and training programs on cyber
Human Resources (HR) departments and the dedication 10 10
security issues and on the use of some of the newly
of our innovative employees, we were able to implement 5 2
introduced IT applications/solutions. 0 0 1 1 1 0 0 0 1
various digitalization measures that enabled us to continue
• Provided laptops to selected employees in order to
our operations and day-to day-tasks with minimal 2016 2017 2018 2019 2020
sustain their productive outputs while working from
interruptions or challenges. Such measures included:
home. Senior management Middle management Staff
• Initiated Virtual Desktop Infrastructure (VDI) mechanism • Implemented smart solutions to facilitate our
which provides all users with access to QAFAC’s SAP employees’ day-to-day work, such as incorporating
applications from any place. This allowed our employees e-signatures and a digital QAFAC stamp.
to connect to the server from their homes during the • Digitalized the Personal Development Program (PDP) in Employee Turnover by Age 18
lockdowns. SAP which focuses on the career development of Qatari
14
• Fully implemented Microsoft Teams (MS Teams) nationals within the workforce. We will continue on this
which allows QAFAC employees to conduct and project to digitize our quarterly progress reports in the 11
attend meetings and trainings virtually. QAFAC also upcoming years. 8
7 7
implemented special enhancements and features of • Launched the ‘management of change’ application 6 6 6
5
MS Teams, such as ‘Board Rooms’ which provides where users can provide their feedback for continues 3
our employees with the ability to join multiple virtual 2 2 2 2 2
improvements. 1
0 0 0
18-30 31-40 41-50 51-60

2016 2017 2018 2019 2020

Employee Turnover by Gender Employee Turnover

34
30
31
23

11 10 11
8.9 10 10
7 6 7 3.3
1 0 3 2.1 3
0
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

Male Female Turnover rate (%) Total number of employees who left
the organization

QAFAC QAFAC
100 101
Sustainability Report 2020 Sustainability Report 2020
 GRI 404-1 GRI 404-2 GRI 401-2 GRI 404-2

As a result of our training efforts during the year and despite Our Learning and Development Department received QAFAC also ensures providing engagement activities for our The celebration in 2020 was carried out while taking into
the challenges faced due to COVID-19, we were able to a the Alumni Awards Qatar 2020-21, which celebrate the employees such as celebrating the Qatar National Day, which consideration COVID-19 precautions and guidelines and
total of 4,708 training hours to all QAFAC employees, with an outstanding achievements of alumnus who pursued an is also consistent with our aim to continuously promote and employees were encouraged to celebrate the National Day at
average of 15.1 training hours per employee compared to education in the UK and showcases the impact and value contribute to preserving the country’s culture and heritage. an individual level.
99.9 in 2019. The training programs focused on both technical of a UK higher education. The awards are organized by the
and soft skills. patronage of Her Majesty’s Foreign Affairs- British Embassy
and were presented as a token of appreciation for QAFAC’s
constant support to the academic community in Qatar.

Benefits provided Annual Celebrations Learning and Appreciation program

Percipio: E-Learning Platform to employees • Qatar National Sports Development Programs • Annual Long Service
• Housing and Day • Online training platform Award
New course designs are based on brain science and how our minds learn. allowances • Qatar National Day (Percipio)
They are shorter, smarter, and more engaging. Some of the features of • Internal and external
cutting-edge micro-learning courses include: • Medical insurance
with optimum trainings
• Realistic, interactive, video-based scenarios coverage • Diplomas for QAFAC
• Hosted interviews and panel discussions with thought leaders employees
• Retirement plans
• Graduation programs for
• High-motion iconography students and employees
• Character animations
• Conversational, informal style

Training Hours Average Hours of Training per Employee

Online Learning Management System (LMS)
33,162
99.9
During the year, the COVID-19 pandemic affected unique learner at QAFAC, encouraging discovery and
our annual training plans and training management continuous learning for all employees. Adobe Captivate
procedures and processes. To that effect and to Prime will also allow us to manage end-to-end training
continually improve our talent management procedure effectively across employees, customers and partners.
6,728 6,437 in line with best practice, in 2020 we started exploring
4,708 20.6 19.3 The AI-powered recommendations promote HSSE skill-
15.1 the implementation a fully-fledged online Learning
2,860 8.5 based learning plans for employees. It also encourages
Management System (LMS) to assist us in better
proactive skilling and reskilling initiatives through
managing employee trainings throughout QAFAC. Through
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 gamification points, certifications and badges. The platform
the automation of our entire training and employee
is also able to generate Skills and Compliance reports
development process, this system will enable us to
and dashboard that can be used by managers to make
easily assign training programs to employees based on
informed decisions in regard to employees’ skills and
their specific learning and development needs, monitor
Total Cost of Training (USD) Average Cost of Training per Employee (USD) training plans.
employees’ training hours and their compliance with
training materials, and store all training content in one In 2021, we plan to continue our work on the LMS and
place, reducing the risk of losing important data. Adobe Captivate Prime platforms and extend the latter to
7,132 cover a wide range of training programs and topics that
2,403,600 Additionally, we started exploring the implementation of a
6,079 6,208 can be available to all QAFAC employees.
1,987,960 2,087,520 comprehensive digital learning platform -Adobe Captivate
Prime- which has been initiated on a pilot phase in 2020,
offering trainings within the HSSE department only. The
platform utilizes AI-based recommendations to deliver a
1,845 hyper-personalized learning experience tailored for every
457,749
151,860 487

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

QAFAC QAFAC
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Sustainability Report 2020 Sustainability Report 2020
 Qatarization
QAFAC Support Services Area (QSSA) Supporting national objectives through the direct employment The newly joined Qataris are supported along their career
of Qataris contributes to our economic growth and path by following Personal Development Plans (PDP), which
QAFAC Support Services Area (QSSA) serves multiple • Use of materials which are non-toxic, ethical and development and preserves our cultural identity as a Qatari present a detailed set of qualifications tailored specifically
purposes, providing QAFAC with an area to receive outside sustainable organization. In line with our commitment to QNV 2030 and to match the career preferences and goals that need to be
visitors and conduct HSSE inductions to employees and • Consideration of the environment in design, the human development pillar, we aim to contribute to the fulfilled to reach the target jobs. In 2020, we digitalized our
visitors, and encompassing a state-of-the-art laboratory construction and operation overall goal of 50% Qatarization of the workforce, through PDP allowing us to better manage the personal development
that supports QAFAC in the constant pursuit of innovation • All required safety considerations as per the Qatar Civil targeted efforts and programs that focus on attracting, of our Qatari employees in a more efficient and effective
and excellence. Defense Department’s (QCDD) stipulations. retaining, and developing the national workforce. manner.

The area comprises a security/amenity building which The building is controlled through a Building Management Our Nationalization Policy guides our approach to promoting Our commitment to Qatarization is also reflected through the
has two stories with the total covered area of 1,175 m2 System, which is a centralized and highly automated the employment and advancement of Qatari nationals within career fairs that we organize each year to attract Qatari high
(ground floor 587.5 m2 & first floor 587.5 m2). The system that offers certain individuals the capability to our workforce. This is detailed in the various incentives that school and university students to assume posts in QAFAC.
building includes meeting rooms, amenity facilities for control the building’s temperature and air flow remotely we have established, such as offering educational and training
Our Qatarization committee, which is headed by our CEO,
employees and visitors, as well as a multi-purpose hall, in through the use of their laptops and mobile phones. support, providing scholarship opportunities at national and
oversees our Qatarization process and progress and is
which certain events can take place and safety inductions international educational institutes, and supporting nationals
QSSA also includes a state-of-the-art laboratory responsible for the implementation and tracking of our
for employees and visitors can be conducted. upon their recruitment in QAFAC through the individual
building which comprises of various laboratories: Gas Qatarization efforts.
The security/amenity building was designed and development plans in order to foster their career and
Chromatography, Spectroscopy, Wet Chemistry, Oil professional development. To manage and report our Qatarization metrics, our digital
constructed with green building design considerations
testing, Microbiology and Chemical laboratories. In technologies – SAP - help us monitor, manage and report
making it an eco-friendly building. The considerations The Training and Nationalization Division is responsible for
2020, construction, testing and commissioning of all the the number of national employees, national trainees and the
included: increasing the participation of Qataris in the workforce through
systems have been completed except the newly installed required Qataris to be employed. The system is managed
• Energy Efficiency laboratory equipment. The entire project is expected to be incentive programs to attract Qatari talent, in addition to,
by our HR department to report progress on our Qatarization
• Use of renewable energy completed in the first quarter of 2021. Qatari-led development programs to improve the skill-set of
objectives.
• Pollution and waste reduction measures our national workforce through training support and education
• High indoor environmental air quality scholarship opportunities provided to employees who wish to
continue their education in areas that are consistent with their
career development plans.

QAFAC’s Scholarship Opportunities

In line with our commitment to contribute to the provided two Qatari students with two scholarships
achievement of QNV 2030, through empowering the in oversees universities. The first scholarship was to
people of Qatar to be able to sustain and support their Lancaster University while the second was to Uclan
country’s growth, we, through collaboration with QP, University- both in the UK.

QAFAC QAFAC
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Sustainability Report 2020 Sustainability Report 2020
In 2020, we continued to support young Qatari students with As a testimony of the effectiveness of our Qatarization efforts,
Supporting Our Local Communities
pursuing their diplomas and higher education at national we have witnessed an increase in the Qatarization rate from
and international educational institutions. We also supported 27.7% in 2019 to 30% in 2020. Qatari nationals constituted of
a number of developees through the Field Development 95 employees out of our total workforce of 328 employees in In addition to caring for our employees, QAFAC believes it Despite a challenging year in 2020, QAFAC remained
Program by providing students with opportunities to gather 2020, of which, 77% of QAFAC’s senior management positions is important to play an active role as a community member committed to supporting the local community and increased
vast field experience. This program’s objective is to help us are held by national talents. We target to further increase the and fulfil our social responsibility as a good corporate its investment in social initiatives by almost 426 thousand
identify freshly graduated Qataris with a high potential to Qatarization percentage at QAFAC to 31% in 2021. citizen. By leveraging our capacity, we can contribute to the Qatari Riyal, which is an equivalent of USD 117 thousands,
build a career at QAFAC. development of the Qatari society in line with QNV 2030 and relative to 2019. Thus, we have increased the share of
build a more sustainable and resilient community. This will not our social spending in 2020 by almost fivefold, reaching
only demonstrate our commitment towards the communities USD 146,000, which shows our deep commitment to the
we impact -as illustrated in our corporate values-, but also development of the local community. This increase was
Developing Qatari Talent allow us to foster a better business environment and create mainly contributed to by the gifts that we have provided our
33 lasting relationships with our stakeholders. employees and community members.
31
Our work in the community is guided by our Corporate Social In 2020, we worked with a variety of stakeholders,
21 Responsibility (CSR) Policy, which outlines our approach to both governmental and non-governmental, pooling our

Not available
Not available
Not available

16 prioritizing the work we do in the community in order to respective strengths to implement initiatives in line with
11 12 11
6 address society’s most pressing challenges. It focuses our the community’s needs. For example, under the area of
5 6 5
4 work on four main areas where we can offer vital support to education which contributed to 21% of our total community
the community: Health, Education, Environment, and Safety. investments, we collaborated with local academic and
Number of Qatari students sponsored to Number of Qatari students sponsored Number of QAFAC employees supported All community activity proposals that fall under these specific educational institutions in supporting students with project
study in universities abroad to study in universities and technical to complete their education areas are screened and priority is given to those initiatives supervision, curriculum evaluation, and providing academic
schools in the States of Qatar and programs that fall within our assigned budget and are advice.
aligned with QNV 2030 and the SDGs. Our aim is to address
2016 2017 2018 2019 2020 QAFAC conducts various environmental protection initiatives
the needs of all segments of society and achieve the biggest
to raise local community’s awareness on waste management
impact.
and the various ways one can contribute to a healthier
environment. Such initiatives promote a greater sense of
responsibility that can be passed to future generations. During
Qatarization (%) Our National and Expatriate Workforce Community Investment by Focus Area (%) the year, we participated in the ‘Waste Free Environment’
Campaign to clean-up Al Wakra Family Beach to promote daily
recycling efforts, encouraging people to ardently follow the
3R’s: Reuse-Reduce- Recycle.
30 241 236 21
241 240 233
We also celebrated Qatar National Sports Day, which was held
28.5 41 3 on February 2020, in order to raise awareness and promote
27.8 27.8 27.7 8 a healthy lifestyle among Qatar’s population. The celebration
96 91 93 92 95
was conducted while taking into consideration COVID-19
27 precautions and guidelines. Employees were also encouraged
to celebrate this day at an individual level.
2016 2017 2018 2019 2020 2016 2017 2018 2019 2020
To stay true to our commitment towards supporting the local
Expatriates Qatari Nationals community and to ensure a continuous impact, we have
Educational initiatives Environmental initiatives
set a target of USD 99 thousands to be invested in social
Safety initiatives Health initiatives Other initiatives in 2021. With the dedication of our leadership and
staff to creating the most value for Qatari society, we hope
to continue to contribute positively to the community and
exceed our target.

QAFAC QAFAC
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Sustainability Report 2020 Sustainability Report 2020
 GRI 102-55

GRI Content Index GRI Standard Disclosure Page and/ Sustainable

or direct Development Goal
GRI 102-55 answers
For the Materiality Disclosures Service, GRI Services reviewed that the GRI content index is clearly presented and the references GRI 102: General 102-52 Reporting cycle 4
for Disclosures 102-40 to 102-49 align with appropriate sections in the body of the report. The Materiality Disclosure Service Disclosures 2016 102-53 Contact point for questions regarding the report 4
was performed on the English version of the report.
102-54 Claims of reporting in accordance with GRI Standards 4
GRI Standard Disclosure Page and/ Sustainable
102-55 GRI content index 108-112
or direct Development Goal
answers 102-56 External assurance 4
Material Topics
GRI 101: GRI 101 does not include any disclosures
Foundation 2016 Our Financial Performance
GRI 103: 103-1 Explanation of the material topic and its boundary 46-47
General Disclosures
Management 103-2 The management approach and its components 46-47
GRI 102: General 102-1 Name of the organization 14 Approach 2016
Disclosures 2016 103-3 Evaluation of the management approach 46-47
102-2 Activities, brands, products and services 14, 16-17,
49, 53 GRI 201: Economic 201-1 Direct economic value generated and distributed 46 SDG 8, SDG 9
Performance 2016
102-3 Location of headquarters 14
Sustainable Supply Chain Management
102-4 Location of operations 14
GRI 103: 103-1 Explanation of the material topic and its boundary 51-52
102-5 Ownership and legal form 14
Management 103-2 The management approach and its components 51-52
102-6 Markets served 4, 53-54 Approach 2016
103-3 Evaluation of the management approach 51-52
102-7 Scale of the organization 14
GRI 204: 204-1 Proportion of spending on local suppliers 51-52 SDG 8
102-8 Information on employees and other workers 95-97 SDG 8
Procurement
102-9 Supply chain 51 Practices 2016
102-10 Significant changes to the organization and its supply 51-52 Anti-Corruption
chain
GRI 103: 103-1 Explanation of the material topic and its boundary 29
102-11 Precautionary Principle or approach 27
Management 103-2 The management approach and its components 29
102-12 External initiatives QNV 2030, Approach 2016
UN SDGs 103-3 Evaluation of the management approach 29
102-13 Memberships of associations 18 GRI 205: Anti- 205-3: Confirmed incidents of corruption and actions taken 29 SDG 16
Corruption 2016
102-14 Statement from senior decision-maker 6-9
102-15 Key impacts, risks and opportunities 23, 27 Operational Reliability

102-16 Values, principles, standards, and norms of behavior 23, 27, 29, 30 SDG 16 GRI 103: 103-1 Explanation of the material topic and its boundary 48-50
Management 103-2 The management approach and its components 48-50
102-17 Mechanisms for advice and concerns about ethics 29 SDG 16
Approach 2016
102-18 Governance structure 25-26 103-3 Evaluation of the management approach 48-50
102-40 List of stakeholder groups 32 Disclosure: KPI Plant Reliability of Methanol and MTBE 48-49 SDG 8, SDG 9
102-41 Collective bargaining agreements 95 Business Continuity
102-42 Identifying and selecting stakeholders 32 GRI 103: 103-1 Explanation of the material topic and its boundary 39-40
102-43 Approach to stakeholder engagement 32 Management 103-2 The management approach and its components 39-40
Approach 2016
102-44 Key topics and concerns raised 32 103-3 Evaluation of the management approach 39-40
102-45 Entities included in the consolidated financial 46-47 Disclosure: KPI Development of a BCM strategy including De-escalation and 39-40 SDG 8, SDG 9
statements Re-escalation plan
102-46 Defining report content and topic Boundaries 4 Direct and Indirect Energy
102-47 List of material topics 33-38 GRI 103: 103-1 Explanation of the material topic and its boundary 61, 65
102-48 Restatements of information 49, 66, 71 Management 103-2 The management approach and its components 61, 65
102-49 Changes in reporting 4 Approach 2016
103-3 Evaluation of the management approach 61, 65
102-50 Reporting period 4
102-51 Date of most recent report 4

QAFAC QAFAC
108 109
Sustainability Report 2020 Sustainability Report 2020
 GRI 102-55 GRI 102-55

GRI Standard Disclosure Page and/ Sustainable GRI Standard Disclosure Page and/ Sustainable
or direct Development Goal or direct Development Goal
answers answers
GRI 302: Energy 302-1 Energy consumption within the organization 65 SDG 7, SDG 8, SDG 12, Employee Engagement, Attraction and Retention
2016 SDG13
GRI 103: 103-1 Explanation of the material topic and its boundary 98-101
302-3 Energy intensity 65 SDG 7, SDG 8, SDG 12, Management
SDG13 103-2 The management approach and its components 98-101
Approach 2016
103-3 Evaluation of the management approach 98-101
Water and Wastewater
GRI 401: 401-1 New employee hires and employee turnover 99, 101 SDG 5, SDG 8, SDG 10
GRI 103: 103-1 Explanation of the material topic and its boundary 61, 69 Employment 2016
Management 401-2 Benefits provided to full-time employees that are not 99, 101, SDG 3, SDG 5, SDG 8
103-2 The management approach and its components 61, 69 provided to temporary or part-time employees 103
Approach 2016
103-3 Evaluation of the management approach 61, 69
Occupational Health and Safety
GRI 303: Water and 303-1 Interactions with water as a shared resource 69-70 SDG 6, SDG 12
Effluents 2018 GRI 103: 103-1 Explanation of the material topic and its boundary 78-85
303-2 Management of water discharge related impacts 69-70 SDG 6 Management 103-2 The management approach and its components 78-85
303-3 Water withdrawal 69-70 SDG 6 Approach 2016
103-3 Evaluation of the management approach 78-85
303-4 Water discharge 69-70 SDG 6
GRI 403: 403-1 Occupational health and safety management system 83-85 SDG 3, SDG 8
303-5 Water consumption 69-70 SDG 6 Occupational Health 403-2 Hazard identification, risk assessment, and incident 83-85 SDG 8
Greenhouse Gas (GHG) and Air Emissions and Safety 2018 investigation
GRI 103: 103-1 Explanation of the material topic and its boundary 61, 66-67 403-3 Occupational health services 83-85, 89 SDG 8
Management 103-2 The management approach and its components 61, 66-67 403-4 Worker participation, consultation and communication 83-85, 89 SDG 8, SDG 16
Approach 2016 on occupational health and safety
103-3 Evaluation of the management approach 61, 66-67
GRI 305: Emissions 305-1 Direct (Scope 1) GHG emissions 66 SDG 3, SDG 12, SDG 13, 403-5 Worker training on occupational health and safety 83-85, 89 SDG 8
2016 SDG 14, SDG 15 403-6 Promotion of worker health 83-85 SDG 3
305-2 Energy indirect (Scope 2) GHG emissions 66 SDG 3, SDG 7, SDG 12, 403-7 Prevention and mitigation of occupational health and 83-85 SDG 8
SDG 13, SDG 14, SDG safety impacts directly linked by business relationships
15 403-9 Work-related injuries 85 SDG 3, SDG 8, SDG 16
305-4 GHG emissions intensity 66 SDG 13, SDG 14, SDG
Process Safety Management
15
305-7 Nitrogen oxides (NOx), Sulfur Oxides (SOX), and other 67 SDG 3, SDG 12, SDG 14, GRI 103: 103-1 Explanation of the material topic and its boundary 78-82, 86-88
significant air emissions SDG 15 Management 103-2 The management approach and its components 78-82, 86-88
Approach 2016
Hazardous and Non-Hazardous Waste 103-3 Evaluation of the management approach 78-82, 86-88

GRI 103: 103-1 Explanation of the material topic and its boundary 61, 71-72 GRI Oil & Gas Sector OG-13 Number of Tier-1 process safety events 88 SDG 3
Management Disclosure OG-13 Number of Tier-2 process safety events 88 SDG 3
103-2 The management approach and its components 61, 71-72
Approach 2016
103-3 Evaluation of the management approach 61, 71-72 Learning and Development
GRI 306: Waste 306-1: Waste generation and significant waste-related impacts 71 SDG 3, SDG 6, SDG 12 GRI 103: 103-1 Explanation of the material topic and its boundary 98-103
2020 306-2: Management of significant waste-related impacts 71-72 SDG 3, SDG 6, SDG 12 Management 103-2 The management approach and its components 98-103
Approach 2016
306-3 Waste generated 71 SDG 3, SDG 6, SDG 12, 103-3 Evaluation of the management approach 98-103
SDG 15 GRI 404: Training 404-1 Average hours of training that the organization’s 102
306-4: Waste diverted from disposal 71-72 SDG 3, SDG 12 and Education 2016 employees have undertaken by gender and employee
306-5: Waste directed to disposal 71 SDG 3, SDG 6, SDG 12, category
SDG 15 404-2 Programs for upgrading employee skills and transition 100-103 SDG 8
assistance programs

QAFAC QAFAC
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Sustainability Report 2020 Sustainability Report 2020
 GRI 102-55

Glossary of Abbreviations
GRI Standard Disclosure Page and/ Sustainable
or direct Development Goal
answers
Labor Standards Abbreviations Long Form Abbreviations Long Form
GRI 103: 103-1 Explanation of the material topic and its boundary 76-85 A&M Texas A&M University EU European Union
Management 103-2 The management approach and its components 76-85 A&R Accounting and Reporting FSO Fire and Safety Operators
Approach 2016 103-3 Evaluation of the management approach 76-85 ACFA Asian Clean Fuels Association GDP Gross Domestic Product

GRI 412: Human 412-1 Total number and percentage of operations that have 81-85 AEF Alberta Envirofuels Inc GHG Greenhouse Gas
Rights Assessment been subject to human rights reviews or human rights impact AGT Authorized Gas Tester Globally Harmonized System of
GHS
2016 assessments AI Artificial Intelligence classification and labelling of chemicals

Product Responsibility APC Advanced Process Control GJ Giga Joule

API American Petroleum Institute The Gulf Petrochemicals and Chemicals

GRI 103: 103-1 Explanation of the material topic and its boundary 53-55 GPCA
Association
Management 103-2 The management approach and its components 53-55 AR Accounting and Reporting
Approach 2016 GRI Global Reporting Initiative
103-3 Evaluation of the management approach 53-55 BA Breathing Apparatus
GWP Global Warming Potential
GRI 416: Customer 416-1 Assessment of the health and safety impacts of product 53 BBS Behavioral Based Safety
HCM Human Capital Management
Health and Safety and service categories BMI Body Mass Index
HIRA Hazard Identification and Risk Analysis
2016 416-2 Incidents of non-compliance concerning the health and 54 SDG 16 CA Competent Authority
HPO High Performance Organization
safety impacts of products and services CAER Community Awareness and Emergency Response
HR Human Resources
Workforce Management and Diversity CAM Center of Advanced Materials
HSE Health, Safety, and Environment
GRI 103: 103-1 Explanation of the material topic and its boundary 95-97 CAO Chief Administration Officer
HSSE Health, Safety, Security and Environment
Management 103-2 The management approach and its components 95-97 CDR Carbon Dioxide Recovery
IASB International Accounting Standards Board
Approach 2016 CEO Chief Executive Officer
103-3 Evaluation of the management approach 95-97 IFRS International Financial Reporting Standards
CFO Chief Financial Officer
GRI 405: Diversity 405-1 Diversity of governance bodies and employees 96-97 SDG 5, SDG 8 IGSMC Integrated Gas Supply to Mesaieed Consumers
and Equal CH3OH Methanol
ILO International Labour Organization
Opportunity 2016 COO Chief Operating Officer
IMO International Maritime Organization
The Committee of Sponsoring Organizations of
COSO IOLLC International Octane LLC
the Treadway Commission
IOT Internet of Things
CPC Chinese Petroleum Corporation
CPO Chief Procurement Officer IPCC Intergovernmental Panel on Climate Change
CSE Confined Space Entry International Petroleum Industry Environmental
IPIECA
Conservation Association
CSR Corporate Social Responsibility
IQ Industries Qatar
CV Curriculum Vitae
ISMS Information Security Management System
DCS Distributed Control System
ISO International Organization for Standardization
Delivered in Full and On Time, and Invoiced
DIFOTIC IT Information Technology
Correctly
EHS Environment, Health and Safety ITB Invitation to Bid
EMS Environmental Management System JHA Job Hazard Analysis

EnMS Energy Management System JV Joint Venture

EPC Engineering, Procurement and Construction KAHRAMAA Qatar General Electricity and Water Corporation

The European Petrochemical KPI Key Performance Indicators

EPCA
Association L&D Learning and Development
ERM Enterprise Risk Management LCA Life Cycle Assessment
ERP Enterprise Resource Planning L.L.C Limted Liability Company
ERT Emergency Response Team LCYMEC LCY Middle East Corp.
ESG Environmental, Social, and Governance LDAR Leak Detection and Repair

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Abbreviations Long Form Abbreviations Long Form
LIMS Lab Information Management Systems PLC Programmable Logic Controller
LMS Learning Management System PM Particulate Matter
LOPC Loss of Primary Containment PMC Periodic Medical Check-Ups
LTA Lost-Time Accident PMS Performance management system
LTI Lost time injuries PPE Personal Protective Equipment
LTIF Lost Time Injury Frequency PPM Parts Per Million
MERI Minimum Essential Receiving Inspection PSA Pressure Swing Adsorption
MESD Maritime Energy and Sustainable Development PSM Process Safety Management
MI Methanol Institute PSTIR Process Safety Total Incident Rate
MIC Mesaieed Industrial City PTW Permit To Work
Mechanical Integrity and Quality QCDD Qatar Civil Defense Department
MIQA
Assurance Qatar Chemical and Petrochemical Marketing and
Q.P.J.S.C.
Mary Kay O’Connor Process Safety Distribution Company
MKOPSC
Center QAFAC Qatar Fuel Additives Company
MMA Methyl methacrylate QAFCO Qatar Fertiliser Company
Ministry of Municipality and QAPCO Qatar Petrochemical Company
MME
Environment
QHSE Quality, Health, Safety and Environmental
MMSCM Million Metric Standard Cubic Meters
QNV Qatar National Vision
MOPH Ministry of Public Health
QP Qatar Petroleum
MRR Monitoring and Reporting Regulation
QSE Qatar Stock Exchange
MSDS Material Safety Data Sheets
QSSA QAFAC Support Services Area
MT Metric Ton
RCA Root Cause Analysis
MTBE Methyl-Tertiary-Butyl-Ether
RGS Regenerate Gas Scrubbing
MTPD Metric Tons Per Day
SAP Systems, Applications, and Products
N/A Not Applicable (Not Available)
SASB Sustainability Accounting Standrads Board
NIA National Information Assurance
SCE Safety Critical Equipment
NFPA National Fire Protection Association
SDG Sustainable Development Goals
NZLD Near Zero Liquid Discharge
SNCR Selective Non-Catalytic Reduction
O&G Oil and Gas
TA Turnaround
OE Operational Excellence
TAMUQ Texas A&M University at Qatar
Organisation for Economic Co-operation and
OECD TRCF Total Recordable Case Frequency
Development
OEE Overall Equipment Efficiency TVA Toxic Vapor Analyzer

OGI Optical Gas Imaging UAE United Arab Emirates

OHS Occupational Health and Safety UK United Kingdom

OMEC OPIC Middle East Corp. UN United Nations

OPIC OPIC Middle East Corp. United Nations Framework Convention

UNFCCC
on Climate Change
OSHA Occupational Safety and Health Administration
UOP Universal Oil Products
OTS Operator Training Simulator
US United States
PAGA Public Address and General Announcement
US EPA United States Environmental Protection Agency
Procurement, Construction, Installation and
PCIC USD United States Dollar
Commissioning
PDP Personal Development Program VDI Virtual Desktop Infrastructure

PHA Process Hazard Analysis VOC Volatile Organic Compounds

PHD Uniformance Process History Database WAH Work At Height

PII Process Safety Institute WHB Waste Heat Boilers

PHS Process Hazard Analysis WHO World Health Organization

PI Plant Information

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 QAFAC HEAD OFFICE
13th Floor, Tower 2, The Gate
P.O. Box 22700
Doha, Qatar
Telephone: +974 4476 6777
Fax: +974 4477 3555
Email: [email protected]