2017

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Proud to
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 About
This
Report

The body of this report is organised according to seven Most of our technical functions are certified by the
priority areas, which are integrated into the Company’s relevant national, regional or international bodies, and
business processes. The Company continues to aim to the organisation as a whole is annually audited by the
strike the right balance between successfully delivering State Audit Institution of Oman which is financially and
oil and gas to its shareholders, whilst respecting the administratively independent of us.
welfare of society and of the natural environment.
This annual report covers the 2017 calendar year and
This report also integrates the Company’s sustainability follows on from our previous Annual Sustainability
performance, charting its performance to operate Report for 2016, which was published in March 2017. It
safely, responsibly and efficiently to deliver lasting has not been externally assured but has been reviewed
economic benefits to the whole of Oman. The report by the Ministry of Oil and Gas. It has also undergone the
covers the economic, environmental and social impact GRI Materiality Disclosures Service. Wherever possible,
of our performance. It was prepared using the Global we endeavour to measure our practices against national
Reporting Initiative (GRI) G4 guidelines. and international benchmarks, such as the ISO 14001
certification. Going forward, our intention is to seek full
This update is testimony to our commitment to external assurance.
transparency and honesty in our business dealings. We
will be using it as our Communication On Progress to If you have any queries about this report,
the United Nations Global Compact (UNGC), which please contact us at
we formally joined in January 2015. We remain firmly [email protected]
committed to the UNGC’s 10 principles on human
rights, labour, environment and anti-corruption.
Petroleum Development Oman LLC
This report can also be viewed on our website P.O. Box 81, Postal Code 100, Muscat
www.pdo.co.om and on our internal staff intranet. Sultanate of Oman
Contents
Chairman’s Foreword 4

Board of Directors 5

Who We Are 6

Managing Director’s Foreword 14

Our Stakeholders and Priority Areas 18

Exploration and Hydrocarbon Maturation 24

Hydrocarbon Production and Reservoir Management 28

Operations Excellence 32

Project Delivery 38

In-Country Value 42

People and Staff Development 50

General Welfare 54

Environmental and Safety Performance 60

Global Reporting Initiative Index 70

Awards and Certifications in 2017 80

 Foreword

In the name of Allah, the Compassionate, the PDO also stayed the course on its key strategic
Merciful. projects with excellent progress on the flagship Miraah
solar project, a landmark for the Sultanate in terms
It is an honour to declare the unwavering support of of environmental sustainability. Indeed, with climate
all those who work in Oman’s oil and gas industry and change and commercial realities playing an increasingly
who share Your Majesty’s vision for the progress of our important part in shaping today’s global oil and gas
great nation. industry, PDO has now begun the historic transition
to becoming a fully fledged energy company with a
PDO celebrated a double anniversary in 2017 – the greater emphasis on renewables, especially solar.
50th year since the first Omani oil export and 80 years
since the inception of the Company – underlining its This evolutionary approach, together with the
vital importance to our country, something which was commitment to reduce gas flaring and an enhanced
yet again in evidence during a challenging year. focus on energy and water management, will
underscore PDO’s reputation as a beacon of
Against a backdrop of continuing uncertainty over environmental stewardship, while opening up many
oil prices, PDO performed admirably to comply with exciting employment and research and development
revised production targets as a result of the OPEC/ opportunities for Oman.
non-OPEC agreement, which has played an important
part in stabilising prices across the world. PDO will always strive to be a safe, efficient and
responsible operator and to protect the communities
At the same time, the Company kept up its cost and environment in which it works. This report
control and Lean business efficiency drive, supported transparently captures its successes and challenges
Your Majesty’s efforts to diversify the economy, and in 2017, as well as the enormous efforts its staff and
made further substantive progress on In-Country contractors make on a daily basis to support the nation.
Value, including the creation of many thousands of job,
training and redeployment opportunities for Omanis in I commend this report while reaffirming my pledge to
both the oil and non-oil sectors. Your Majesty to ensure PDO and the wider Oman’s
oil and gas industry continue to give their best in these
This was all achieved while PDO attained a record challenging times.
safety performance, and continued its excellent
track record in pioneering and deploying new May Allah protect Your Majesty so that the nation
technology. By way of example, its Exploration continues to flourish under your inspirational and wise
Directorate, has significantly increased productivity leadership.
and quality with new seismic acquisition technology.
There is no doubt that the technological changes
sweeping the world offer many challenges as well
as oppor tunities for the modern day workplace but
PDO’s willingness to embrace technology, including
new digital and automated systems, will stand it in Mohammed bin Hamad bin Saif Al Rumhy
good stead for the future. Minister of Oil and Gas and Chairman of the Board of Directors

4
 Board of
Directors
Representing the
Government of Oman

H. E. Dr. Mohammed bin Hamad Al Rumhy

Minister of Oil and Gas
Chairman

H. E. Nasser bin Khamis Al Jashmi H. E. Salim bin Nasser Al Aufi

Undersecretary of Ministry of Finance   Undersecretary of Ministry of Oil and Gas
Deputy Chairman

Dr. Saleh binAliAlAnbouri                        Mrs. Salma bint Mohammed Al Oufy Mr. Musaab bin Abdullah Al Mahrouqi 
Director General of Management of Director of Oil Revenues Department          Government Board Director
Petroleum Investments      Ministry of Finance        
Ministry of Oil and Gas                

Representing the Private Shareholders

Mr. Sami Iskander Mr. Christopher Breeze Mr. Walid Hadi Mr. Stephane Michel Dr. Antonio C Silva
Shell Netherlands Shell Oman Shell Netherlands Total France Partex Corporation

Executive Officer Secretary

Mr. Raoul Restucci Ms. Haifa Al Khaifi

Managing Director Finance Director
PDO PDO 5
 Who
We Are

6
 1967. Our headquarters is based at Mina Al Fahal in
Muscat.

We operate 178 producing oil fields, 14 gas fields, 21

I treat everyone fairly production stations, in excess of 10,000 active wells,
and respectfully
more than 18,500 kilometres of pipelines and flowlines
RESPECT and 154 operating units in our well engineering fleet,
including 46 rigs and 35 hoists.
ENGAGEMENT
I continuously engage, Our mission is to find, develop and produce oil and
listen and coach others
gas safely and profitably, in order to contribute to the
I work proactively I prioritise delivery sustainable development of Oman, to the benefit of
and continuous
across boundaries and
build improvement, and act all our stakeholders. We are the custodians of the
partnerships as a Lean role model
major source of national income and one of the largest
COLLABORATION PERFORMANCE private sector employers in Oman. We manage a large
and diverse portfolio of oilfields in terms of field sizes,
reservoir and oil types, development methods and
Petroleum Development Oman (PDO) is the leading maturity. Our aim is to improve the recovery factor of
exploration and production company in the Sultanate hydrocarbons through the application of a combination
of Oman.We deliver the majority of the country’s crude of world-leading well and reservoir management, the
oil production and natural gas supply, but above all we deployment of the latest innovative technology, and
focus on delivering excellence, growth and sustainable a comprehensive gamut of recovery mechanisms
value creation within and well beyond our industry. including:

The Company is owned by the Government of Oman • Primary, such as as fields on natural flow and
(which has a 60% interest), the Shell Group (which artificial lift
has a 34% interest), Total (which has a 4% interest) • Secondary. such as fields under water floods and
and Partex (which has a 2% interest). Gas fields and pressure maintenance
processing plants are operated by PDO exclusively on • Tertiary, where we work to modify the physical/
behalf of the Government. chemical properties of in-situ oil.

PDO is a limited liability company and operates on a no- The Company has become a global pioneer in EOR
profit, no-loss basis and is officially revenue-neutral. In due to its maturing asset base and the complexity and
2017, PDO’s capital expenditure (Capex) was US$5.8 challenging nature of Oman’s geology and the three
billion and operating expenditure (Opex) was US$1.8 main methods we currently use are thermal, chemical
billion, which represents a reduction of 0.7 billion from and miscible high pressure gas injection.
2017 expenditure, projected just 12 months ago.
The overall aim of our strategy is to maximise
On 1 January 1980, PDO was registered by Royal production and minimise the financial costs and
Decree as a limited liability company in the Sultanate. environmental and social impact of our operations by
following best oilfield practices. This means engaging
The Company adopted its name in 1951, first struck oil efficiently, responsibly and above all safely in the
in Yibal in 1962 and has been exporting oil produced in exploration, production, development, storage and
its 90,874 km2 concession area known as Block 6 since transportation of hydrocarbons.

The scope of PDO business from shareholder investment to delivery of oil and gas
EXPLORATION EVALUATION DEVELOPMENT OPERATIONS MAINTENANCE TRANSPORT

Identitify and Create and Design, construct, Operate wells Maintain wells Transport, store
develop oil & evaluate oil & gas modify and and facilities and facilities and deliver
gas development abandon wells products
opportunities opportunities and facilities

(G4-17) 7
 PDO endeavours to meet its wider responsibility to Managing Director’s Committee in 2017 comprised
society by aiming to secure a social licence by taking four women directors - a beacon for both the industry
economic, social and environmental considerations and region.
into account in all decisions, specifically in terms of the
provision of oil revenues, domestic employment, staff Managing Director’s Committee
and contractor training, the support and development
of local businesses and community investment. The Managing Director’s Committee or MDC shares
responsibility for the Company’s overall performance
Underpinning this approach is our corporate vision and business direction.
which is “to be renowned and respected for the
excellence of our people and the value we create It is headed by the Managing Director who is assisted
for Oman and all our stakeholders.” This means by 14 other Directors, who are responsible for setting
the continual development and growth of our people, the technical standards, the allocation of staff and their
development.
leading performance across our business and adopting
a continuous improvement mindset to ensure we
The MDC is answerable to the Board of Directors
protect our reputation, sustain progress, comply with
which provides objectives and guidelines to the
standards and deliver value to all our stakeholders.
Managing Director. The Board consists of thirteen
members. There are six Government representatives,
At the end of 2017, PDO had 8,772 staff and over including the Chairman, who is the Minister of Oil &
70,000 contracting employees, a combined workforce Gas, His Excellency Dr Mohammed bin Hamad bin
made up of more than 60 nationalities. Saif al Rumhy; and five who represent PDO’s private
shareholders (Royal Dutch Shell, Total and Partex).
Omani
General Business Principles and the PDO Code
Indian of Conduct
British
The PDO General Business Principles are the
Pakistani
foundation on which our business strategies and
Egyptian activities are based. These lay down an insistence on
Dutch honesty, integrity and fairness in all aspects of our
Algeria
business, including relationships with contractors and
suppliers. PDO is required to conduct its affairs in
Nigerian accordance with those principles. We are judged by
Canadian how we act and the belief that our reputation will be
Indonesian
upheld if each one of us acts in accordance with the
law and the ethical standards set out in our Statement
of General Business Principles (SGBP).

To underline our position as a champion of workplace The objective of the Company is to engage safely,
diversity and equality of opportunity, the 15-strong efficiently and responsibly in the exploration,

8
 situations that may damage the employee or PDO. It
sets standards and shows how to achieve them and
insists on honesty, integrity and fairness in all aspects of
business.The code does not exempt anyone, and every
PDO employee must operate within its boundaries
of rules and guidelines. PDO expects the same in its
relationship with its contractors and suppliers.

Our reputation and our future success are critically

dependent on compliance, not just with the law but
with the highest ethical standards. A reputation for
integrity is a priceless asset. This code supports PDO
in safeguarding that asset. It crystallises the basic rules,
standards and behaviours necessary to achieve the
core values of the Company. It provides requirements
and guidance, expressed as clearly, concisely and
consistently as is possible, within a single, company-
wide document for all PDO employees on a number
of enterprise-wide risk areas.
production, development, storage and transportation
of hydrocarbons in the Sultanate.The Company seeks a For this purpose, the code is categorised into five
high standard of performance with the aim of furthering distinct sections addressing compliance in the following
the long-term benefits of its shareholders, employees areas:
and Omani society at large.
1. People and Safety
Our contracting-out policy is on the basis of open and 2. Fighting Corrupt Practices
competitive bidding, where possible, with transparent 3. Safeguarding Information and Assets
procedures, providing equal opportunities to qualified 4. Communications Management
contractors and suppliers. We will not, directly or 5. National and International Trade.
indirectly, offer, solicit, accept or pay bribes, including
facilitation payments, in any shape or form, and require Violation of the provisions of the Code, or of any
our employees, contractors and suppliers and their policies, procedures, laws or regulations governing our
employees, to act likewise. Employees are expected to operations, may have severe consequences for the
exercise the utmost care to avoid putting themselves individuals concerned and also for PDO.
into a position where they may be called on to repay
favours in a manner detrimental to the Company’s
interests.

Staff must not take advantage, for their own or for the
profit of others, of their position in the Company or of
information gained in the course of their employment.
They have a duty to notify PDO of any outside interest
which could, either directly or indirectly, present
them with a conflict of interest, or involve them in a
commercial relationship with PDO.

The principles are endorsed by our shareholders and

apply equally to corporate decision making as well as
the individual behaviours expected of employees when
conducting business on behalf of PDO.

They are the corporate shield that helps protect

our reputation and it is the duty of every employee
and contractor to ensure that we adhere to these
principles and uphold and protect the reputation of
our Company.

Following the core values and SGBP, the Code of

Conduct instructs and advises on how to avoid

9
 In January 2015, PDO became the first national oil sessions included a module related to ABC awareness.
company in the Gulf to become a member of the A mandatory online training programme for all staff is
United Nations Global Compact – the largest voluntary ongoing across all levels of the business at the time of
corporate social responsibility initiative in the world. of this report’s publication.
Under the terms of the agreement, the Company is
committed to supporting the UNGC’s 10 universal All vendors registering with PDO continue to go
principles on human rights, labour, environment and anti- through the ABC vendor due diligence process
corruption. We also produced our first Sustainability implemented in 2014 which asks questions about their
Report outlining in detail our commitment to ethical ABC compliance and involvement in any fraud, bribery
business, the community, environment, economy and or other ABC-related concerns. This is supported by
our own staff, to back our application. research conducted on the company concerned and
its owners.
PDO remains steadfastly committed to further
strengthening its already rigorous internal controls and PDO also manages a mandatory online Conflict of
continuing its membership of the UNGC. Interest, Gifts, Hospitality and Travel and Confidentiality
confirmation process. This process requires all staff
Anti-Bribery and Corruption to declare their potential conflicts of interest as well
as any gifts, hospitality or travel received or paid and
confirm their commitment to confidentiality annually.
The Conflict of Interest and Confidentiality process for
2017 resulted in a 5.64% non-compliance rate out of
a total of 8,838 active staff (those who joined before
1 October 2017) and 19.65% non-compliance rate of
the 3,659 contractor staff with access to our network
that were required to complete declarations and
confidentiality confirmations. Consequences for non-
compliance were due to be applied at the time of this
report’s publication.

Although no specific formal awareness or training

sessions were presented to the Board and MDC in
2017, all members are fully aware of the ABC policies
and procedures in place. The Ethics and Behaviours
department reports on a quarterly basis to the Board
Audit and Internal Assurance Committees. They
include providing committee members with statistics
relating to our confidential whistle-blowing hotline,
investigations, conflicts of interest, ABC vendor due
diligence, anonymous ABC contractor surveys and
information on any other ongoing ABC projects or
initiatives.

One allegation of corruption involving a PDO staff

In 2011, PDO embarked on a comprehensive anti- member was reported during the year and found to
bribery and corruption (ABC) strategy aimed at be true. The implicated staff member was sentenced
creating a culture of zero tolerance towards bribery to three years in prison by the Primary Court and this
and corruption. This strategy has proven to be effective was subsequently upheld by the Appeal Court. The
in responding to the multiple challenges faced and case is now pending before the Supreme Court.
PDO continues to be a champion of ABC compliance
in Oman. There were no ABC-related legal cases against PDO
during the year. Additionally, no contracts with business
ABC policies and procedures are communicated on an partners were terminated or not renewed due to
ongoing basis to all staff. Face-to-face ABC presentations violations related to corruption in 2017.
were provided to 635 staff in positions that are seen
as potentially more exposed and higher risk, including A review of ABC policies and procedures was completed
the members of the MDC in March/April 2017. A total by PDO’s Internal Audit department in early 2017. The
of 131 staff attended the Contract Holder training review concluded that the Company’s ABC Control
sessions, which included a module on ABC awareness. Framework is largely in place but identified some
Furthermore, graduate and mature hire induction short to long-term enhancement recommendations.
10 (G4-22)
Implementation of the recommendations began in and various project savings, and gas Capex savings of
2017 (and will continue during 2018) relating to areas US$188 million.
such as enhancement of staff training and awareness,
an update of policies and procedures and increasing For 2018, the current capital budget is US$4,114
resources. million, including approximately US$85 million of
presently identified savings in oil Capex and US$60
Eight grievances were raised through PDO’s million gas Capex..
confidential Blow-The-Whistle hotline in 2017. Four
were of a “general nature”, one of which was “founded,” In 2017, the Company held 33 Contract Optimisation
with corrective measures being taken to address the Reviews (CORs), which are focused, multi-day
grievance, while another was referred to the relevant workshops where PDO, together the relevant
Human Resources Business Partner (HRBP) for contractor, identified opportunities for efficiency
resolution. One of the matters reported did not relate enhancement and waste elimination. These identified
to PDO or any of its contractors hence limiting the a potential cost saving of US$180 million over a 3-4
actions that could be taken. Information reported on year period. In addition, a further sum of approximately
one matter was insufficient to pursue a review. US$140 million was identified through our Low Oil
Price Response (LOPR) programme, where PDO
invited contractors to review their contracts to
Two grievances were related to “harassment,” and
provide idea for value improvement and cost saving
were referred to PDO’s Diversity and Inclusion (D&I)
opportunities. Projected savings from both CORs and
Officer for review while two grievances are currently
LOPRs in 2018 are US$250 million.
under review.
PDO established a new Continuous Improvement (CI)
Cost Control/Lean Business Efficiency
function, expanded Lean through new value streams
and developed a more defined Lean transformation
Business efficiency is a strategic aim to ensure PDO’s roadmap. We are now positioning ourselves towards
long-term sustainability and deliver value to stakeholders. becoming a global pioneer of continuous improvement
The Company further enhanced its rigorous cost transformation in the oil and gas industry.
management regime in the light of the lower oil price
environment and stepped up its implementation of Over 240 Lean efficiency improvement projects
Lean to eradicate waste and streamline operations. to remove waste and streamline work have been
completed across PDO, and there is a 94% level of
Our 2017 capital expenditure (Capex) was US$5.8 Lean awareness across PDO staff. There are now 473
billion and operating expenditure (Opex) was US$1.8 Lean practitioners, enabling a 60% increase in the
billion, which includes more than US$400 million in delivery of Lean projects.
total cumulative savings.
More than 8,500 ideas have been generated from
There were oil Capex savings of US$199 million, which across the Company and more than 3,500 have been
came from a mix of drilling efficiencies, well optimisation implemented. As a result, more than US$1.2 billion
worth of value has been generated.

(G4-22) 11
 More than 600 PDO leaders have been trained in
Lean Management skills. This has enabled them to
demonstrate CI ways of working through daily practices
which is necessary to achieve a level of Lean maturity in
the Company. We have also enabled cross-learning by
facilitating Lean tours in different areas of the business
for more than 80 PDO executives throughout the year.

As part of our commitment to support the sustainable

development of the nation, we have continued
spreading Lean awareness and knowledge by hosting
over 275 executives from more than 30 organisations
from the public and the private sectors.

Funding

PDO plans to invest more than US$20 billion up to

2021 to sustain its long-term hydrocarbon output.

At the same time, we continue to work on providing

our shareholders with proposals for alternative
financing options. A financing option was presented to
shareholders during 2017 in respect to the releasing environment (HSE), achieving cost control and greater
of value from PDO’s working capital. During 2017, efficiency, and unlocking production opportunities.
PDO continued to work on a significant proposal that
would leverage some of PDO’s assets, with the final In 2017, 75 new technologies were matured by our
proposal being presented to shareholders during in the New Technology team with a trial success rate of over
first half of 2018. Additionally, we are working closely 90%, paving the way for full deployment.
with certain PDO contractors to further release value
from our working capital for a further proposal for Produced water management, flared gas recovery,
shareholders. energy efficiency, production optimisation and
enhanced oil recovery (EOR) are our main focus areas.
The US$4 billion Pre-export Finance facility PDO
secured on behalf of the Government in 2016 has On average, nine barrels of water are produced for
repayments which are scheduled to start from Q3 every barrel of oil and so the disposal, treatment
2018. The loan is scheduled to be repaid by the end of and back injection of this water are key challenges
Q2 2021 (G4-23). to manage and resolve. Therefore, PDO is actively
working on executing a “3R-Pillar” strategy: Reduce,
Technology Reuse and Relocate. New technology is playing a vital
role in realising this strategy.
Technology implementation is a key enabler in the
Company’s journey of enhancing health, safety and the Water shut-off technologies (chemical or mechanical)
at reservoir level are key to achieve the “Reduce” pillar.
Meanwhile, treating water for land disposal, steam
generation and back-injection to the reservoir and for

12
 The first official cargo of oil country tubular goods for PDO arrived at Duqm in November 2017

agricultural use is an essential requirement to make the Furthermore, production growth has been assisted by
“Reuse” pillar a success. the successful implementation of all-metal progressing
cavity pumps for thermal oil recovery, fishbones
The produced water quality and quantity vary across for improved connectivity and autonomous inflow
fields within PDO’s concession area and so it is control devices to promote uniform production along
important to map out and accordingly relocate the horizontal wells.
water based on each field’s requirements, as part of
our efforts on the Relocate pillar.
Some other examples of key innovative technologies
which PDO is using are: pipeline inspection and tank
As part of The World Bank “Zero Routine Flaring
cleaning using robotics, rig-less artificial lift systems,
by 2030” initiative, which PDO endorsed in January
2017, we are aiming to implement economically multilateral well stimulation, assisted evaporation for
viable solutions to eliminate routine flaring as soon as reject water management and de-oiling polymer-
possible and well ahead of the 2030 target. PDO has contaminated produced water as part of water
already successfully produced electrical power from management.
flared gas using micro-turbines at Anzauz, thus reducing
greenhouse gases and monetising the gas. This ties in With the increasing complexity of our oil and gas
with PDO’s commitment towards gas conservation projects, new technology innovations will be vital
and reducing our environmental footprint and impact. in securing a safer, cleaner, more productive and
sustainable future.
Most of the energy PDO consumes is for water handling
and the operation of artificial lift systems. In this regard, Memberships
PDO is executing a number of technologies, tools and
initiatives to reduce power consumption and therefore PDO is a member of the:
to save gas. Permanent magnetic motors have been • United Nations Global Compact
installed on artificial lift pumps and energy efficiency
• Regional Clean Sea Organisation
monitoring tools are now part of some production
• Gulf Co-operation Council (GCC) National Oil
stations.
Company Steering Committee
In well construction and drilling, environmental • GCC Standardisation Organisation
impact is being reduced with pit-less drilling. JetSweep • Oman Society for Petroleum Services (OPAL)
technology has also addressed challenges induced by • International Association of Oil and Gas Producers
drilling, such as sand accumulation in horizontal well (via Shell).
sections. Geared turbines have enhanced hard rock
drilling penetration rates through the simplicity of their PDO is also the first oil company in the Middle East to
installation, maintenance and operation. be ISO 14001-certified for environmental management.

13
 Managing
Director’s
Foreword

I am honoured to present to Your Majesty Petroleum So, in a testing economic environment, characterised by
Development Oman’s Annual Sustainability Report for lower oil prices, digital disruption and mounting climate
2017, which covers our performance and activities in change pressures, I am pleased to announce that in
a celebratory but also challenging year, which marked 2017 we have met, if not surpassed, a wide range of
the 50th anniversary since the first export of Omani asset and functional targets – including a record safety
oil and the 80th anniversary since the inception of the performance - while reducing our call on Government
Company. funding.

The report chronicles our relentless endeavour to As guided by the Ministry of Oil and Gas, we showed
stay true to our vision by leveraging the excellence good compliance with revised production targets
of our people to create greater value for Oman and arising from the OPEC/non-OPEC agreement. Average
our stakeholders, while ensuring we do all we can to oil production was 582,196 barrels per day (bpd),
support Your Majesty’s roadmap for the development 14,000 bpd higher than the adjusted target. Staff
of Oman. and contractors overcame a number of operational
challenges, including compressor failures at Harweel,
With an ever increasing degree of transparency, it Rabab and Fahud, and the need for PDO to operate
addresses what we have done to meet stakeholder as a swing producer, compensating for third party
expectations and concerns and how we intend to production variations and a condensate shortage.
deliver on promise going forward. It also outlines
our determination to pursue a sustainable business The average Government gas supply during 2017 was
model, support economic diversification, invest in 76.64 million m3/d, lower than the initially targeted
our communities and protect our environment while level of 83 million m3/d due to the introduction of a
beginning the gradual transition to a fully fledged new gas supplier with the start of BP’s Khazzan field.
energy company, with a greater focus on renewables. Throughout, we effectively met the gas demand for
all our customers despite increased requirement
In line with our industry more generally, PDO is quantities for Oman LNG.
facing increasing complexity, capital intensity, evolving
markets, funding constraints and calls to generate more Our Exploration team continued to demonstrate
local employment opportunities. However, through excellence, with a potentially significant gas find in the
an approach based on maximising production in Mabrouk area, which is still being evaluated, and made
compliance with Government guidelines, doing more the most significant change in seismic data acquisition
for less - characterised by our ongoing implementation and processing in 10 years with the introduction of Ultra
of Lean business efficiency - minimising expenditure, High Productivity technology. This has already shown a
and stepping up In-Country Value (ICV), I am confident step change in performance with an improvement of
we will continue to succeed. up to 100% over existing acquisition delivery rates. The

14
Exploration Directorate also led the way on safety with We continue to introduce initiatives to deliver a step-
the Geomatics department registering a record 36 change in HSE performance, and Ihtimam (I Care),
years without a Lost Time Injury (LTI), despite working PDO’s in-house behaviour-based safety programme
in some of the most challenging terrain and conditions that we successfully piloted in 2017, will now be rolled
in the world. out across our operations. Ihtimam is a game changer, in
that it fosters the mindset that influencing and changing
For 2017, we achieved a record 0.20 Lost Time the safety culture of an organisation is a process that
Injury Frequency (LTIF) compared with the improved requires dedication, patience and perseverance, all of
performance of 0.22 in 2016. Another record was the which we at PDO are committed to. Likewise, our
0.72 Total Recordable Case Frequency (TRCF) against work on frontline safety training for supervisors, so
0.98 in the previous year. These statistics represent they play a more active role on site, is also starting to
a huge co-ordinated effort across the Company pay real dividends.
to improve safety at the frontline through better
supervision, awareness, training and consequence Another proud achievement is the way we have
management. ramped up our ICV efforts to support the drive for
a more sustainable economy. Our National Objectives
One area where significant progress has been made team is playing a critical role in this respect, creating
is on road safety. I’m delighted with reduction of over thousands of job, training and redeployment and
40% in serious Motor Vehicle Incidents (MVIs) as a transfer opportunities for Omanis. Last year, it
result of the rigorous In Vehicle Monitoring System generated 14,146 jobs, exceeding the very ambitious
and compliance management we have established. target for the year – a truly fantastic achievement.
The Journey Management Control Centre, with its
PDO worked hard with both domestic and
sophisticated tracking systems, has presided over a
international partners to open a string of Omani
97% drop in average violations per vehicle since it was
factories and workshops to manufacture, assemble
opened in 2016 – a great example of how technology
and repair vital equipment and parts for oil and gas
can engender an enhanced safety culture.
activities, shortening our supply chain and paving the
way for more employment and training opportunities
From the Rabab Harweel integrated project to
for locals. In support of Your Majesty’s Government’s
Geomatics, we also attained very impressive LTI-
determination to build Oman as a key logistics hub,
free milestones. These achievements were only
we made a strategic shift by importing oil country
possible because of the due diligence, support, tubular goods through Duqm, making full use of the
commitment and teamwork shown by both PDO port’s central location and proximity to our inland oil
staff and contractors alike. However, we must and gas fields.
never be complacent in our focus on Goal Zero
and regrettably these impressive 2017 results were We also worked with the Ministry of Oil and Gas and
overshadowed by the tragic work-related death of The Research Council (TRC) to ensure closer alignment
a contractor in Bahja-Rima in August and 46 LTIs. At between industry and academia and I’m hopeful that
all times, we need to remain vigilant in regards to the the launch of Ejaad – an online collaborative platform
working conditions and make sure we fully comply to share technical opportunities and challenges -
with our Golden Rules and Life Saving Rules. and closer collaboration with Omani universities will

15
 definitely spur greater harmonisation on research and the role of a swing producer. Overall, we see a great
development. opportunity to monetise surplus gas over the next five
or more years, further supported by new exploration
In this respect, and as part of our broader support for finds, through gas solar swaps that could truly kick-start
Omani businesses and entrepreneurs, we inaugurated the solar industry in the Sultanate.
Tazeez, a tailor-made development programme to
boost SME capabilities.The training scheme is delivered There is no doubt that we are living through turbulent
by our own experts and covers various PDO business times, with disruptive socio-economic, political and
requirements such as vendor registration, business technological changes taking place across the world,
ethics, our tendering process, quality assurance and and both PDO and Oman need to adapt to ensure we
financial management, as well as health, safety and stay true to the path of sustainable development.
environment requirements and Lean business efficiency.
Last year, it targeted SMEs specialising in renewable While the ongoing technological innovation will lead
energy, a major PDO focus as the economy diversifies to a supply-side step-change – with long-term gains in
and transitions away from an over-reliance on fossil efficiency and productivity - the revolution could yield
fuels. greater inequality, particularly in its potential to disrupt
labour markets. However, there are huge market and
We can and must do far more to conserve our precious business opportunities arising in Oman and the region
resources and to build a positive environmental culture and I believe these will offset and spawn from the
across Oman. This makes very clear sense from both automation substitutes, thus creating more growth,
an environmental and economic standpoint. As climate productivity and ultimately jobs.
change realities become more pressing, there has to be
a greater focus on renewable energy, both in Oman and To ensure this happens, we need to increase our
across the world. In the Sultanate, given the country’s ability and speed to adapt. Integral to that is the
ideal setting for annual solar radiation density and constant real time re-assessment of our development
strong wind potential in the central and south coastal and training needs so that leadership and our people
areas, there is no reason why we cannot develop as a can embrace the change and are skilled and able to
hub of solar and wind expertise, with potentially huge redirect employment in this fast-changing world. Closer
investment and employment opportunities. collaboration and alignment with other stakeholders
on matters ranging from regulatory enablers to the
We are already showing our commitment in this proficient deployment of new technologies will be
area with initiatives such as Miraah, where the first essential.
solar steam has been integrated into our network for
thermal enhanced oil recovery, and the Mina Al Fahal At the same time, new technology – including
solar car park project, which will power our main office digitilisation, analytics and artificial intelligence – will
buildings. play an ever more important role for us to sustain and
improve our operations in a cost-effective manner, and
Going forward you will see PDO pioneer many more I confidently predict it will also drive a step change in
value-adding “green” projects, not least around gas enabling safer and more efficient production processes.
flaring mitigation, as we strive to reduce our carbon
footprint in the coming year. As we approach the 40th Notwithstanding the OPEC/non-OPEC production
anniversary of PDO’s first gas production in May, we agreement to stabilise oil prices, it goes without
remain optimistic about the outlook for gas and are saying that 2018 will require us to continue to focus
continually working to meet the demand for Oman on becoming more efficient, more agile and more
and our customers. As new production from projects productive in all our key business activities, identifying
like BP’s Khazzan ramps up, we will increasingly shift to savings and cost reductions while delivering growth,

16
The Mina Al Fahal solar car park
The Managing Director’s Committee

excellence and sustainable value creation for Oman and values and ethical approach to business and provide
our shareholders. Lean, which has generated US$1.2 the framework in which our staff and contractors are
billion in added value and is transforming the way we encouraged and expected to operate.
work, will continue to play its role as a critical enabler
to greater productivity, standardisation and simplicity. In response to findings from our annual People
Surveys, we launched a company-wide diversity and
We will continue to ensure reserves and contingent inclusion campaign targeting fairness, gender balance
resource replacement ratios are healthy but increasingly and harassment and bullying to ensure that our
focus on high-grading and proficiently monetising our people are able to be the best they can be, regardless
portfolio, whilst reviewing opportunities outside our of background. Changes have already been made to
concession, leveraging our expertise across both Oman our progression, recruitment and ranking processes
and regionally in areas from services to renewables and and more will be done in the future to improve our
water management. working environment.

In 2018, we will intensify the roll-out of sustainable and Going forward, and in line with stakeholder expectations,
diversified ICV programmes and initiatives to ensure we will stay the course on our strategic priorities of
Omani employment and skills levels are positioned sustainable production. This will be in compliance with
for the rapidly changing environment, both in the oil Government guidance, acting as a swing producer and
and gas sector and beyond our natural boundaries in meeting Government gas demand, ensuring we replace
other industries. reserves at a greater rate than we produce them, and
generating strong revenues, through the creation of
We are proud to retain our membership of the new value streams. Likewise, we will not let up on our
United Nations Global Compact, the world’s largest ICV drive, supporting economic diversification through
voluntary corporate social responsibility initiative. the Tanfeedh programme and developing Omani talent
We remain committed to its 10 principles on human and businesses.
rights, the environment, labour and anti-corruption,
and embedding them in our strategy, culture and day- The Board has given its full endorsement to proposals
to-day operations. These principles underpin our core to pursue opportunities beyond our natural mandate
and Block 6 concession, including services and
consultancy, nationally and regionally. As we evolve
and commercialise our expertise in years to come,
there is the distinct prospect of becoming Energy
Development Oman.

Notwithstanding the daunting challenges, PDO is

determined to continue to make its mark, by doing, by
learning, by adapting and consistently striving to exceed
societal expectations. Through all this change, one
theme remains constant: the country can rest assured
that everyone at PDO remains ready and proud to
serve Oman to the best of our ability.

17
 Our
Stakeholders
and Priority
Areas

18
PDO is the central engine of Oman’s economy and its PDO again hosted a series of local and international
activities and performance directly impact the fortunes VIP delegations aimed at fostering understanding and
and futures of a rich diversity of stakeholders, including engagement, with highlights including official visits
local communities, Government, shareholders, from eight governors and 12 walis, including those
customers, suppliers, regulatory bodies, municipal representing wilayats in the Company’s concession
authorities, academia, non-governmental organisations, area and neighbouring the Main Oil Line.
the media, and, of course, employees and contractors.
Other engagements included delegations from the
Our determination to be a good corporate citizen, Oman Chamber of Commerce and Industry to discuss
which puts sustainability at the heart of all it does, job creation, a visit from His Excellency Talal Al Rahbi,
necessitates that we regularly engage with our Deputy Secretary-General of the Supreme Council of
stakeholders to understand their needs, opinions and Planning, about the Tanfeedh programme on enhancing
expectations, and any concerns they have about our national economic diversification, and Sheikh Dr Kahlan
business and its impacts. bin Nabhan Al Kharusi, the Assistant Grand Mufti of
Oman, for a diversity and inclusion presentation.
PDO believes it is important to engage with our key
stakeholders and honestly and clearly report on our PDO also welcomed visitors from the State Council,
achievements and activities, while at the same time to the Miraah solar and Nimr reed beds projects, the
receiving feedback from them as this helps us to Royal Court of Diwan, the American Embassy and the
respond to any concerns and continuously improve National CEO Programme. As well as such high-profile
our performance. engagements, there were also numerous face-to-face
and telephone meetings with stakeholders including
Our reporting focuses on the economic, environmental local communities, Government, shareholders,
and social challenges that matter most to our key regulatory bodies, non-governmental organisations
stakeholders and their feedback and information comes and academia to discuss opportunities, concerns and
from a variety of sources, including formal and informal challenges.
face-to-face and telephone meetings, visits, workshops,
surveys and online communication. The Government Relations team also arranged 23 on-
the-job training opportunities for Government staff from
Stakeholder engagement continues to play a vital part 15 ministries, and signed co-operation Memorandums
in building and protecting PDO’s reputation with a of Understanding with different organisations, such
large number of significant activities completed in 2017. as the Ministry of Defence, the Public Authority for
Mining, and the Astronomical Society of Oman.

It also developed the first Stakeholders’ Management

Strategic Direction plan, which will ensure more focus
on running thematic-based projects to align business
needs with the stakeholder expectations of PDO.

PDO carries out an external reputation survey every

three years and the most recent one was conducted last
year. To fulfill the primary objective, Arabian Research
Bureau conducted 1,013 face-to-face interviews (214
with primary PDO stakeholders in Oman, 649 with
the general public of Oman including 150 in the PDO
concession area, 499 in PDO non-concession areas
and 150 in GCC countries including 30 in each country
of Bahrain, Kuwait, Qatar, Saudi Arabia and United Arab
Emirates).

The top challenge which respondents believe that PDO

faces is to create more job opportunities for Omanis
(23%) followed by developing renewable energy (18%)
and protecting the environment and safety of people
(16%). (In 2014, the top three challenges were creating
job opportunities for Omanis (22%), improving PDO’s
reputation as an ethical operator (16%) and protecting
the environment (15%)).

(G4-18, G4-24, G4-25, G4-26) 19

 Nearly a third (31%) of the respondents agree that community and formulate action plans to mitigate
PDO’s reputation has improved, whereas 63% believe these impacts. It is also used to plan any possible social
it has remained the same, with 6% claiming it had fallen investment projects near the project area that can
over the last year, citing reasons such as a decrease have a positive impact on the quality of life for the
in job opportunities and various attractive corporate communities.
social responsibility activities conducted by competing
petroleum companies. In 2017, the team led and finalised a project to map
and mark all the graded roads in PDO’s concession
For 86% of the respondents, PDO has a favourable and re-assess their maintenance plan, especially for the
brand opinion and the Company also has the highest ones which are most used. A new water well in Wadi
awareness among oil and gas exploration and Arah was fully financed by PDO.
production companies in Oman (86%).
On the education front, the team built upon the
Four out of six industrial issues were resolved successfully existing Community Scholarship programme to train
during the year in addition to the completion of the high school graduates from the concession area as
second phase of remediation activities around a legacy teachers so they can work in schools in their own
oil spill in Zukait. communities.

State Council members visit the Nimr Reed Beds project

Community Relations Continuous efforts were made to engage local residents

in their own villages and municipal leaders to provide
Our Community Relations team is continuously a platform for an open channel communication and to
working on all fronts to enhance the relationship with address any concerns they might have directly.
external stakeholders in our concession area and with
the locals residing in areas close to PDO operations. On the project delivery side, formal engagements
The team actively assesses the different types of were held with the Dhahban community and the local
impacts on the communities and mitigation plans to Civil Defence organisation in Thumrait. These were to
deal with them. ensure readiness in case of any emergency that may
occur in the Dhahban South Well, such as a gas leak.
Any concerns or questions raised from the community Evacuation plans were put in place and residents were
side are assessed then escalated to the concerned given awareness sessions on hydrogen sulphide and an
departments for further investigation and an action plan evacuation drill was staged.
is formulated to address them. The team is involved in
all steps leading up to a mutually beneficial agreement The Community Relations team, along with colleagues
in terms of addressing these matters. from different departments, addressed a number of
concerns raised by communities in the Fahud area to
The team also continues to conduct screening reports address issues with open rig pits. Some environmental
for new projects to identify potential impacts on the concerns around routine flaring in the Zahia area were
also successfully addressed.
20
PDO’s award-winning Corporate Communications team

Communications as its website, social and digital media platforms, press

releases, magazine features, alignment with academia
Maintaining and enhancing PDO’s public profile and and CEO profiles.
reputation continue to be one of the Company’s top
priorities. We closed the year with more than 100 Social media remains a key focus for PDO to reach
media engagements, interviews and activities, including a wider audience and increase digital brand visibility.
66 press releases, and numerous daily updates across The Company’s LinkedIn account is the most followed
the Company’s five social media platforms. Omani corporate account in the Sultanate with more
than 135,000 followers. In addition, PDO has been able
In 2017, our Corporate Communications team topped to grow exponentially on other platforms with more
and was awarded the GCC National Oil Company than 17,000 followers on both Instagram and Twitter
Knowledge Index for 2016, a benchmark for how and more than 10,500 fans on Facebook.
much knowledge national oil companies create
and make available to external stakeholders. The
ranking was based on the publicly available content
a company creates that attracts, retains and educates
an external target audience, through its channels, such

21
 From ongoing engagement and inputs, we have drawn up our Materiality Matrix covering our major aspects, the
current potential impact on our business and level of concern to our stakeholders.

Stakeholder Key Issues Raised Our Response

Government, shareholders, State In-Country Value (jobs, training, See Managing Director’s Foreword,
and Shura councils (via face-to- Omanisation) and sections on Exploration
face and telephone meetings Renewable Energy and Hydrocarbon Maturation,
during the year) Value Creation Hydrocarbon Production and
Funding/ Cost Control / Lean Reservoir Management,
Personal and Process Safety In-Country Value, General Welfare,
Environmental and
Safety Performance
Employees (via online People Core Values See Managing Director’s Foreword,
Survey, town hall engagements, Diversity and Inclusion and sections on Operational
face-to-face meetings during the Remote Working Excellence, People and Staff
year, PDO Trade Union) People Development and Training Development and General Welfare
Omanisation
Operational Excellence
Quality Healthcare
Communities, including municipal Job and Training Opportunities See Managing Director’s Foreword,
authorities, governors, and walis Infrastructure Development and sections on In-Country Value,
(via face-to-face and telephone Social Investment General Welfare and Environmental
meetings during the year) Environmental Stewardship and Safety Performance
NGOs (via face-to-face and Need for ongoing support (both See Managing Director’s Foreword
telephone meetings during the financial and non-financial) and section on General Welfare
year)
Business partners and suppliers Cost Control See Managing Director’s Foreword
(via face-to-face and telephone Personal and Process Safety and sections on In-Country Value,
meetings during the year) In-Country Value General Welfare
Contracting and Procurement (inc.
Contract Optimisation Reviews)
SMEs (via face-to-face and Working with PDO See Managing Director’s Foreword
telephone meetings during the Technical and Financial Support and section on In-Country Value
year and new online Daleeli
system)
Academia (via face-to-face and Employment Opportunities for See Managing Director’s Foreword
telephone meetings during the Graduates and section on In-Country Value
year) Closer Collaboration on Research
and Development
Customers (via face-to-face and Reliable, Sustainable Delivery See Managing Director’s Foreword
telephone meetings during the and sections on Exploration and
year) Hydrocarbon Maturation and
Hydrocarbon Production and
Reservoir Management
Media Reliable and Regular Flow of See Managing Director’s Foreword
Timely, Relevant and Accurate
Information
Our stakeholders and their areas of interest (G4-18, G4-19, G4-22, G4-24, G4-25, G4-26, G4-27)

22
 Material Aspect (including key topics) Aspect Boundary (internal and external)
HSE Impact PDO (as a whole), Government, Community,
Safe Operation Customers, Suppliers, Contractors
Environmental Protection
Energy Management
Water Management
Economic Performance PDO (as a whole), Government, Community,
In-Country Value Customers, Suppliers, Contractors
Omanisation – Jobs, Training
Economic Contribution
Lean
Sustainable Business Model PDO (as a whole), Government, Community,
Funding/Cost Control Customers, Suppliers, Contractors
Continuous Business Improvement (Lean)
Technical Innovation
Operational Performance PDO (as a whole), Government, Community,
Exploration and Production Customers, Suppliers, Contractors
Employee Satisfaction PDO (as a whole), Government, Community,
Training and Development Customers, Suppliers, Contractors
Remuneration
Employee Engagement
Recruitment and Retention
Employee Well-being (including Occupational Health
and Safety)
Diversity and Inclusion
Remote Working
Community Commitment PDO (as a whole), Government, Community,
Social Investment Customers, Suppliers, Contractors
SME Support
R&D Collaboration with Academia
Corporate Governance PDO (as a whole), Government, Community,
Customers, Suppliers, Contractors
Business Ethics PDO (as a whole), Government, Community,
Customers, Suppliers, Contractors
Supply Chain Management PDO (as a whole), Government, Community,
Customers, Suppliers, Contractors
Customer Satisfaction PDO (as a whole), Government, Customers
Our Material Aspects (G4-18, G4-19, G4-20, G4-21, G4-27)

23
 Exploration and
Hydrocarbon
Maturation

24
 2017 Highlights

• Booked 62 million barrels of contingent oil reserves

• Significant discovery of gas in Mabrouk area
• Contingent gas bookings of 0.35 trillion cubic feet (Tcf)
• Introduced Ultra-High Productivity (UHP) 3D Wide
• Zero Lost Time Injuries

Exploration and hydrocarbon maturation concentrates The directorate safely drilled 24 wells and acquired
on the subsurface aspects of field development plans: 7,695 km2 of 3D Wide Azimuth (WAz) seismic data
finding hydrocarbon-bearing reservoirs; appraising their in Block 6. Production from exploration wells was
size, structure and properties; accurately simulating the delivered at a daily average rate of 2,150 barrels by
way in which the hydrocarbons flow through them into maintaining close collaboration with key stakeholders
the wells. and pursing early monetisation opportunities where
possible.
The Exploration Directorate delivered significant
value to Oman and our shareholders in 2017. Despite Oil Maturation
low oil price environment challenges, the directorate
exceeded delivery targets. A total of 62 million barrels The 2017 programme maintained the drive to focus on
of oil and 0.35 trillion cubic feet (Tcf) of non-associated low unit technical cost opportunities that can support
gas (NAG) were booked as Commercial Contingent PDO’s production target for the coming 10 years, and
Resource (CCR) volumes in 2017. The unit finding cost rejuvenate the oil portfolio using the latest seismic data,
was kept below US$2 per barrel of oil equivalent, while to mature future drill-worthy segments for sustainability
new opportunities increased the portfolio of prospects and growth.
and leads.

25
 Oil bookings for the year were in North Oman in exploration as well as production assets. Several 3D
Natih A reservoir and also within the Gharif reservoir WAz seismic data sets were delivered during the year
in South Oman. in line with the plan. With over 600 personnel and
more than 200 vehicles involved, and despite the HSE
Gas Maturation exposures associated with operating on sand dunes,
sabkha (salt plains) and near oilfield facilities, all the
For the gas programme, the focus was on balancing
surveys were acquired without any Lost Time Injuries
short-term demand with long-term growth and using
the high quality 3D WAz seismic data to explore (LTIs), extending the time without LTI to 23 million
various plays and introduce diversity. manhours.

The Haima North AB 3D WAz seismic data acquired In 2017, Ultra-High Productivity (UHP) seismic
and processed by PDO and its contractors has acquisition – enabled for enhanced computer processing
provided a substantial improvement in the imaging of power - was introduced, marking a very significant
the Haima gas portfolio which has led to successful change in both acquisition and processing technology
discoveries in the Mabrouk area in central Oman, and paving the way for much faster acquisition. This
including a potentially significant one, which is currently innovative technology, developed over three years,
under appraisal. has already enabled much faster acquisition rates to
be achieved and will support exploration efforts in the
Contingent resources were booked in the Amin
future through better imaging and increased quantities
reservoir in Burhaan North, as well as Natih/Shuaiba
reservoirs and in the Haushi. of new data.

Geosolutions Activities The team has also been able to accelerate the speed in
which pre-stack depth migration (PreSDM) workflows
Since February 2016, the Exploration Directorate has are completed with a quantum leap in the last two
operated one ‘mega’ seismic crew acquiring data for years.

26
By 2017, the standard PreSDM project size increased The application was recently refreshed into a more
by a factor 3-5 compared to 2011 but the turnaround sustainable version that allows it to operationalise
time was reduced from 22 months in 2011 to 13 in more analytical tools. It supports critical services
2017. Work is being done to bring this down to 11 such as online journey management and electronic
months in 2018.
Permit to Work and is well positioned for mobile GIS
Early utilisation of Lean and excellent integration technologies. The new suite of tools includes incident
between PDO seismic process geophysicists and analysis, which allows concerned staff to assess the
counterparts in both Shell and in-house contractor status and spread of an incident, such as fires or leaks,
CGG, were at the core of this success. by interacting with live data about weather, vehicles, rigs
and facilities falling within the area in question.
The Geomatics team maintained its excellent safety
performance registering 36 years without an LTI – a For 2018, the main focus for the Exploration Directorate
record for PDO. In addition, a new version of PDO
will be to utilise the new 3D WAz seismic data to
Earth, which enables staff to browse through assets
and infrastructure and distil relevant information, was strengthen the portfolio of opportunities, appraise
launched in 2017. PDO Earth is the most utilised the gas discoveries made in 2017 and increase efforts
Geographical Information System (GIS) in PDO. At any in oil exploration to sustain PDO’s growth agenda.
point in time, there are 100 people using it with 5,000 Early monetisation will continue to be pursued where
employees accessing it in a year. possible along with any value creation opportunities.

27
 Hydrocarbon
Production
and Reservoir
Management

28
 2017 Highlights

• Combined oil, gas and condensate production of 1.132 million boepd

• 626 wells drilled - six above plan
• Average well costs down by 4%
• Start-up of the Al Noor 3A sour MGI pilot
• Gas demand met for all key customers

Sustaining Production

Hydrocarbon Production and Reservoir Management expanded its workload and improved its productivity,
(HP&RM) encompasses various activities aimed at through further embedding Lean business efficiency in
optimising production from existing oil and gas fields its operations, an increased focus on the well delivery
in such a way that short-term output is maximised process and making major strides on the journey
without jeopardising longer-term output. towards the goal of optimising and automating all its
processes by 2020.
With the Company fully focused on complying with
government guidelines as a result of the OPEC/non- This emphasis on smoother alignment, integration
OPEC agreement, average oil production was 582,196 and co-ordination delivered 626 wells, six more than
barrels per day (bpd), 14,000 bpd higher than the planned. The directorate drilled 1,141 kilometres and
adjusted target. Staff and contractors overcame a carried out more than 21,000 completion and well
number of operational challenges, including compressor intervention (CWI) activities, 1,400 more than 2016
failures at Harweel, Rabab and Fahud, and the need for – a 7% rise. It also achieved the lowest cost per metre
PDO to operate as a swing producer, compensating
drilled since 2010, and the average cost of a well fell
for third party production variations and a condensate
by 4%. Non-Productive Time (NPT) for CWI was
shortage.
maintained at below 7%, and fell to 5.2% for well and
reservoir management, a record.
Condensate production was 68,467 bpd, 8,740 bpd
below target, due to a number of challenges, including
the frequent closure of Rabab wells for flare control PDO also drilled the fastest horizontal gas well in Oman
(caused by the gas injection compressor work at - SR-455 in Saih Rawl – which took 86 days, compared
Harweel), recurring station trips and a variable to 138 days for the previous record. Moreover, we
performance at Kauther. reduced the rig move cost by 12% through better
collaboration and rig sequence optimisation.
The average Government daily gas supply during 2017
was 76.64 million m3/d, lower than the initially targeted All PDO-owned units are now operational and
level of 83 million m3/d due to the introduction of a delivering beyond expectation. The PDO In-sourcing
new gas supplier with the start of BP’s Khazzan field. project – launched to boost operational performance
Throughout, PDO effectively met the gas demand and competency among Omani well engineers – saw
for all its customers despite increased requirement rigs delivering nine more wells than planned and hoists
quantities for Oman LNG. making 25% more interventions than scheduled with
91% of the budget.
Well Engineering
The directorate also completed 94 days without a
Despite budgetary constraints resulting from the low Lost Time Injury, beating the previous best of 75 days,
oil price environment, the Well Engineering Directorate achieved in 2013.

29
 Oman crude export destination production profiles and arrested NFA declines. Some
notable achievements are as follows:
USA, 3.53% • Al Noor field registered an increase in production
Japan, 3.64 % to its highest level in the last three years
S. Korea, 3.31 % • Application of new technologies achieved a 6%
reduction in deferment and realised US$1.2
Singapore, 0.84 %
million Opex savings in Marmul
Oman • Improvement in progressive cavity pumps run life
Refinery, 15.81 %
by 20% in Bahja Rima, with a concomitant pump
Taiwan, 4.94 % failure reduction
Others, 1.38 %
Enhanced Oil Recovery (EOR)
India, 1.04 %
China, 65.51 % 2018 2025
10%
23%
34%
Well, Reservoir and Facilities Managment 38%
(WRFM)
52% 43%
The primary goal of the WRFM process is to create
a detailed, systematic understanding of the wells,
reservoirs and facilities and how they interact together,
and use that understanding to maximise the value of
the asset. Developing that understanding requires a
structured and integrated cross-functional approach
involving petroleum engineering staff and operations
and surface engineers. The outcome of such an Primary Secondary EOR
integrated approach is developing and updating fit-
for-purpose models, identifying and ranking new Despite the challenging economic environment, PDO
opportunities, and producing reliable and consistent is continuing its journey in growing the future EOR
production and reserves forecasts. contribution to oil production. It is anticipated that
by 2025 more than 23% of PDO’s production will
To that end, rigorous pursuit of world-class Operational come from EOR projects. PDO is currently operating
Excellence through relentless WRFM activities in a range of commercial-scale EOR projects including
2017 resulted in healthy No Further Action (NFA) chemical EOR, miscible gas injection (MGI) and thermal
applications. Concurrently, PDO is continuing to
identify novel EOR technologies that have the potential
to unlock difficult hydrocarbon resources. This is being
done through a series of dedicated laboratory and field
testing programmes.

The Marmul Polymer Phase 1 project has been running

for the last seven years and has delivered 13.7 million
barrels of oil. Phase 2 started in 2015 and involves
injecting polymer into 19 additional injector wells,
and has delivered 840,000 barrels of oil to date.  The
average combined production gain from both phases in
2017 was 5,755 bpd. A total of 14.6 million barrels of
oil has been delivered as a result of polymer injection in
the Marmul field to date. In 2017, the final investment
decision was taken for Marmul Polymer Phase 3, which
targets the infill drilling of the existing wells in the
Marmul Al Khlata reservoir, waterflood and polymer
rotation. The project will develop 80 million barrels of
incremental oil, with first oil by Q1 2023.

30
Near miscible sour gas injection in the Birba field for The thermal gas-oil-gravity-drainage (T-GOGD)
the past 23 years has yielded an additional 50 million process in Qarn Alam has been underway since late
barrels, (representing a recovery rate of 22%) for 2011.  In 2017, 3.3 million tonnes of steam were injected
5.5 billion cubic metres of gas injected so far, and is into the Shuaiba oil-bearing formation, producing 6.8
on target to achieve up to 45% recovery from infill million barrels of oil and resulting in a steam-to-oil ratio
horizontal drilling and additional gas injection. of approximately three.  Project record levels of steam
injection were achieved with peak rates exceeding
The Harweel 2AB project started miscible gas injection 15,000 tonnes per day. However, whilst oil production
in April 2014 at a constrained rate of up to 1.7 exceeded expectations, total steam injection for the
million cubic metres per day. This has ramped up to year fell short of forecasts due to generator and steam
a full-capacity injection rate of up to five million cubic injector well integrity issues coupled with prolonged
metres per day since January 2015 after separator produced gas compressor (PGC) outages.  Recovery
replacements. A clear response to the MGI process plans are in place to continue the performance
has been established in terms of incremental oil rates improvement during 2018.
(incremental oil to date of around 10 million barrels
and target pressures above the minimum miscibility The Amal steam project continues to improve in all
pressure across the field.) The expected total recovery areas, and the year-average oil production for 2017
with MGI is about 45%. was 15,716 bpd.  There was a continued strong steam
injection performance with 2017 representing the
Injection in Sakhiya field as part of the Sak miniflood highest annual average injection rate of around 7,700
project has continued since mid-2015 with high tonnes per day. 
injectivity of up to 2.5 million m3/d. A positive reservoir
pressure response has been observed as the depletion There was improved availability of heat recovery steam
rate slows down. generators in Amal West and more once-through
steam generators in Amal East, and a thermal response
One of the key highlights in 2017 for miscible gas has now been demonstrated in both fields. Reservoir
was the start-up of the Al Noor 3A sour MGI pilot performance continues to improve with good cold and
with positive initial indications, with both injector wells thermal performance. Last year, 18 wells were drilled in
accepting the target rates. the Amal West 3.3-acre infill project. 

31
 Operations
Excellence

32
 2017 Highlights

• Successful pilot of Ihtimam in-house, behaviour-based safety system

• Phase 2 of Frontline Supervisor Safety programme launched
• More than 25 Hazard Hunts carried out
• Introduction of new Asset Integity Process Safety web portal

Operations excellence (OE) basically refers to the greater rigour in calculating leaks and a willingness
top-class maintenance and upkeep of all PDO’s surface amongst asset teams and contractors to own incidents,
facilities. Keeping the pumps and compressors working, investigate them thoroughly and fix shortcomings.
the processing plants running and the oil and gas
flowing safely through pipelines allows the Company Relentless management focus via Letters of Assurance
to meet its production targets and reduce the cost of (LOAs) and quarterly Gemba walks by the Technical
its operations. Director’s Group, helped in significantly raising the
attention and profile of the AI-PSM-related issues
Process Safety and Asset Integrity faced by the assets. Half-yearly Managing Director’s
Committee (MDC) “Deep Dive” workshops
Asset Integrity and Process Safety Management (AI- were also staged where MDC members had the
PSM) continues to remain a prime focus area for PDO opportunity to directly hear about issues and discuss
but has yet to fully attain the performance we expect solutions with staff.
and demand.
We have embarked on a number of AI-PSM
Whilst we were encouraged by the fall in Tier-1 improvement initiatives such as an Integrated
incidents from 22 in 2014 to eight in 2016, the number Operating Centre, “Let’s Talk Machines” (white boards
increased last year to 13, of which five were in gas with health status updates of equipment), exception-
assets. This is clearly unacceptable and an indication based surveillance (EBS), asset verification and as-
that we are still early on the journey of being able to built updates, integrated operating windows (IOWs),
claim sustainability on AI-PSM improvement. To some technical integrity verification (TIV), and integrated
degree, the increase in incidents in 2017 can also be level-3 assurance, which are in different stages of
attributed to an improved incident reporting culture, implementation and are already yielding positive results.

33
 AI-PSM assurance activities last year included an A knowledge management initiative for preserving
internal level-2 cross-directorate audit at five assets critical AI-PSM knowledge and developing networks
and hardware barrier assessments at four. There was and a community of practice was launched. This will
also significantly increased participation from engineers help retain critical knowledge from experts leaving the
during the assurance activities. business and also provide a platform for knowledge
sharing and cross-learning within PDO.
To improve the understanding of the human side, AI-
PSM, the focus of the fourth annual Process Safety Day On AI-PSM competency development, online training
- where over 3,000 PDO staff and thousands more continues to be successful where over 5,000 PDO staff
contractors came together in small meetings – focused have registered and 3,600 have already passed.
on how to deal with risk normalisation and work
The AI-PSM improvement action plan has been
routine dilemmas.
communicated to all stakeholders and followed
up. Eventually, the risk should become As Low As
Learning From Incidents
Reasonably Practical (ALARP) when AI-PSM has been
fully embedded in PDO by 2020.
To improve learning from incidents, the AI-PSM
Incident Databook, which catalogues all incidents and Operational Safety
near misses, continued to be populated. It is now being
increasingly used across the organisation, especially by PDO continued the roll-out of the Front Line Safety
engineering teams to incorporate lessons into new (FLS) Leadership for Supervisors programme in well
projects. Additionally, an AI-PSM web portal, which engineering to increase knowledge of safety leadership
brings together risk indicators from multiple systems to responsibilities, with an emphasis on behavioural safety.
give a clearer indication of cumulative risk at a specific This targets ineffective and inadequate supervision
location, was successfully launched with eight technical in the field, often caused by a fear to speak up,
integrity key performance indicators. organisational hierarchy and language barriers.

Further enhancements incorporating a further 18 KPIs The programme focuses on relationship building, inquiry
across the areas of design integrity, operating integrity, and listening skills, intervention practice, job planning
people and systems, is scheduled for launch by early and preparation, and understanding the contributions
next year. an individual makes to safety.

34
After training and certifying 37 PDO Well Engineering In June 2017, PDO launched the FLS Phase 2 through
Managers and Delivery Team Leads as FLS facilitators, an FLS Academy in Well Engineering. Here, the focus
the team was able to conduct and deliver 21 FLS Phase has shifted to making leadership behaviours visible
1 workshops in 2016 and another 24 workshops in onsite through having a “chronic unease” mindset,
2017. These were attended by over 950 supervisors. with workshop scenarios close to real issues being
experienced on the ground. It is hoped the entire
experience will enable them to become more effective
safety leaders in their respective teams.

Hazard Hunting

The Corporate Health, Safety and Environmental (HSE)

team launched a revitalised Hazard Hunt programme
at all PDO worksites, as part of a “back to basics”
approach. Through walkabouts, observations and
hands-on guidance, HSE specialists accompany workers
who are asked to spot the hazards, identify risks and
unsafe acts or conditions in their own workplace. Each
of their findings is then photographed and discussed
with the relevant personnel with a focus on potential
dangers and the best measures to prevent or mitigate
them.

More than 25 Hazard Hunts were carried out last

year, with over 200 front line staff engaged in the
process. These targeted PDO’s top nine hazard
exposures such as working at heights, dropped
objects, and lifting and hoisting.

35
 company performance. The programme’s purpose is to
develop a culture of “how we do things here”, which
ties into our HSE policy of Goal Zero: “No harm to
people, assets or environment.”

Ihtimam continues to run in six locations, with positive

results in influencing the safety culture and raising
awareness of at-risk behaviours. PDO intends to
commence its roll-out across the entire organisation in
2018 and beyond.

“Sweating The Assets”

PDO rolled out the “Sweating the Assets” initiative in

2017.This evaluates daily and medium-term constraints
to maximise oil production within the available
capacity. In parallel, a Goal Deployment approach was
introduced to manage and identify system gaps, and
define a shared goal. Goal Deployment has advanced
in 2017 in Lekhwair, Marmul polymer and Saih Nihayda
and has established a stronger integration across
petroleum engineering and production teams from
Ihtimam operators to managers.

PDO launched an in-house, behaviour-based safety Among the successes were improving waterflood
(BBS) system called Ihtimam (I care) closely working effectiveness and efficiency in Lekhwair by focusing
with some of our contractors (Dalma Energy and on water quality and working on polymer flood
Carillion Alawi) and our own In-sourcing team in compliance in Marmul to 95% as a target.
January 2017.
Operational Reliability
Unlike previous BBS systems, Ihtimam, which is task and
risk-specific and allows for a more focused approach Good progress continued in containing unscheduled
to observation and intervention, goes beyond the deferment through the Operational Reliability
observation cycle, by providing training and coaching Improvement Process (ORIP) which has ensured that
to all levels on safety leadership skills. It is also planned PDO has a robust, common and transparent system to
to be integrated into the on-boarding process of new realise the economic benefit of reducing the number of
employees and be part of job descriptions as well as lost production events.

36
In 2017, the Company managed to bring the Amal The capability improvement plans for disciplines with
steam and Yibal oil assets to “calculative” level, meaning capability concerns have been formalised to manage
that all the basics are in place and performance is these gaps better.  A revamped integrated technical
measurable. The plan in 2018 is for the Mina Al Fahal career ladder added further support to reassure
Terminal to attain calculative status, to progress on competence-based development and assurance
the tactics identified as necessary to PDO’s aspiration of these minimum OE standards. Furthermore,
of being a High Reliability Organisation (HRO) and the issuance of competence ‘licensing’ for general
address deficiencies seen in current practices. technicians, operators and specialists has strengthened
OE competence assurance requirements.
Maintenance Integrity Execution

Efforts to sustain the Maintenance Execution (ME) and

Integrity Assurance (AI) programme were maintained
throughout the year. At the time of going to press, the
Fahud asset achieved “proactive” ME status while Amal
steam asset achieved the calculative level. The remaining
11 assets – the Mina Al Fahal Terminal, Greater Birba,
Marmul, Lekhwair, Nimr, Bahja, Yibal gas and oil, and
Qarn Alam gas, oil and steam – have sustained ME and
IA calculative status during internal assessments.

Staff Competency Development

PDO’s Operations organisation placed a major

emphasis on competency development so it was
fully resourced with capable people. At the end
of 2017, staffing was at a 92% high with capability
(competence) at 86%. Pragmatic staff mapping and
vacancy management enabled us to strike a fair balance
of accelerating Omanisation – with graduates from the
Graduate Development and Technician Omanisation
programmes filling vacancies left by expatriates
when their contracts expired - and meeting business
imperatives.

37
 Project
Delivery

38
 2017 Highlights

• First steam from the Miraah solar energy project integrated into the network at Amal
• New project delivery record with completion of Hawqa Early Development Facility in 13 months
• Zauliyah Gas Plant and Lekhwair-F in the Upper Shuaiba were brought on stream
• Continued good progress on both Rabab Harweel and Yibal Khuff ‘mega’ projects
• In-house Field Development Centre generates 100th field development plan
• Central Project Delivery remit has been expanded to execute all projects >US$50 million

Successful project delivery – in its widest sense – is

simply constructing and commissioning facilities on
time, within budget and delivering the products as
promised. In the short term, the Company is focused
on producing oil and gas in as cost-efficient way as
possible from its existing fields, according to existing
development plans. But, in the longer term, good
project delivery becomes even more important as the
Company brings on stream more complex sour and
enhanced oil recovery projects, which require steam or
chemicals to produce the oil.

PDO continued with its endeavour to improve

capital efficiency and deliver competitive projects.
jobs, largely from future supply chain development and
The Company’s long-term improvement programme
gas savings applied elsewhere.The project is on track to
is starting to pay dividends and the corporate risk
deliver an additional eight blocks by the end of 2018.
associated with project delivery has been reduced to
The sequenced deployment of Miraah allows PDO to
reflect these improvements.
benefit from solar steam now and gradually ramp-up
production over time to meet the Amal field’s steam
At the forefront of Oman’s energy transformation
demand.
towards renewables, the Miraah Solar Plant had four of
its 36 blocks successfully commissioned at the end of
PDO set a new project delivery record with the Hawqa
December 2017. The facility is now in daily operation
Early Development Facility (EDF) being successfully
delivering solar steam to the Amal oilfield, which is
commissioned in just 13 months – as opposed to
helping produce PDO’s heavy oil more sustainably.
the standard PDO schedule of 60 months – a 78%
Built in partnership with GlassPoint Solar, construction
improvement. This major accomplishment used a novel
of the plant has progressed safely, on schedule and on
Design-Build-Own-Operate-Maintain (DBOOM)
budget with more than 1.5 million Lost Time Injury free
contracting model based on international technical
manhours completed by the end of the year.
standards.
The solar technology has been specifically designed
This means the EDF is owned, designed, fabricated,
to harness the sun’s energy to generate the steam
installed, operated and maintained by a contractor with
required for thermal enhanced oil recovery (EOR),
PDO paying a monthly lease based on performance.
providing a zero-emissions alternative to steam
produced by burning fuel.
The project has unlocked the potential of Hawqa field
to produce more than 11,000 barrels of oil per day and
PDO expects to save 5.6 trillion British Thermal Units
650,000 m3/day of gas.
(BTUs) of gas once the project is fully operational,
reducing carbon emissions by over 300,000 tonnes
The first oil began flowing from Lekhwair-F, the
annually. In addition, Miraah has the potential to generate
first development area of the Upper Shuaiba Early
significant In-Country Value (ICV) and hundreds of
Monetisation (USEM) project. The facility came on

39
 stream at the end of August starting with a water
injection system and the introduction of the first
hydrocarbons at the end September. This added
approximately 10,000 bpd to the Lekhwair cluster
production from 10 producer wells. Peak production of
approximately 18,000 bpd is expected to be reached
by 2021 when the four development areas are on
stream. The surface project was delivered 27.5% below
budget and has demonstrated PDO’s ability to deliver
projects quickly, being on stream only two years after
the final investment decision was taken.

The Zauliyah Gas Plant began producing and is

delivering around one million cubic metres per day of
rich gas, with the condensate stream a valuable revenue
source for Oman.

As PDO’s Central Project Delivery department has main gas supply line sprung a leak during hydro testing.
grown in maturity, its remit has now expanded to
execute all projects valued at more US$50 million, However, this is not expected to impact the overall
bringing greater consistency and efficiency to a broad RHIP delivery as power has been available from the
sweep of project delivery activities. overall grid for other activities.The RHIP represents the
largest reserve add (more than 500 million barrels of
There was good progress on PDO’s two mega projects, oil equivalent) and capital project in PDO history. The
which have secured almost US$800 million in capital project integrates sour miscible gas injection (MGI) in
expenditure savings. The Rabab Harweel integrated multiple oil reservoirs with production and pressure
project (RHIP) achieved a Lost Time Injury (LTI) free maintenance of a government gas condensate field
year. Construction of the plant is progressing broadly in which also contributes to Oman’s overall gas demand.
line with plans: all equipment, including completion of The project is on track to come on stream by mid-
the pre-assembled pipe racks, has now been installed; 2019.
the commissioning of utility systems began and the
energisation of the electrical substations and instrument The ICV programme has resulted in approximately
air compressors was completed. US$400 million worth of procurement of goods and
services from Oman. The project ICV programme has
Whilst the milestone of commissioning the RHIP also entailed Petrofac setting up an Oman engineering
power plant was met in 2017, it was delayed after its office with a maintenance and repair workshop by

40
MAN Diesel & Turbo Zurich. These initiatives will engineering activities. The office currently has 138
provide long-term employment opportunities. Omani staff (a 45% Omanisation rate) and delivered a
total of 27 projects in 2017.
We are continuing with the training and deployment
of graduates from the PDO-funded 6G certified During the year, a number of project initiatives were
Omani welder programme with RHIP on- and off-plot undertaken, in particular actively using up material
contractors and at Yibal Khuff (YK), where engineering stocks and spares, yielding tens of millions of dollars
and procurement for the base scope are virtually of cost savings. Additionally, a Focused Results Delivery
complete and on track for the installation’s power exercise aimed at simplification of regulations around
plant. small oil and gas facility projects could also save more
than USS$100 million a year.
Most of the equipment and materials are either in
transit or have already been delivered to site with the The Field Development Centre (formerly the Study
balance due to arrive in H1 2018. On-plot construction Centre) completed its 100th field development plan
has experienced some delays, with 33% completion by (2003-17) and has been responsible for maturing
year end. The off-plot and power plant construction billions of barrels. Its vision is to enable an additional
contract was awarded in August 2017 and mobilisation 50,000 barrels of oil equivalent per day over the next
has been completed. Seven wells have been delivered five years and develop an extra two billion barrels over
safely and faster than planned, with the eighth well (an the next 10.
horizontal oil well) rostered for completion in early
2018. PDO’s continuing AI-PSM improvement journey has
focused on engineering and project delivery and, in
Front-end engineering was completed on Marmul Q4 2017, a small team was set up to help Engineering
Polymer phase 3 and an internal final investment enhance its focus on asset integrity and process safety
decision was taken in December 2017. The project is in the delivery of engineering projects.
a key contributor to PDO’s aspiration to maintain an
overall production plateau of 610,000 bpd for 10 years The total volume of projects is expected to fall
from 2019. compared with recent years (reflecting the impact of
the low oil price) and options to centralise and provide
The quality of PDO’s in-house Front End Engineering a home for Engineering are being developed. A final
Design (FEED) Office resulted in a service level decision on the new organisational set up is expected
agreement to support Oman Liquefied Natural Gas in 2018.

41
 In-Country
Value

42
 2017 Highlights

• Created more than 14,000 employment-related opportunities in the oil and gas sector and beyond
• Supported the opening of new Omani factories and workshops to supply oil and gas industry
• Awarded contracts worth more than US$5.19 billion to nationally registered firms
• More than 4,000 Omanis working with Super Local Community Contractors (SLCCs) and Local
Community Contractors (LCCs)
• Total value of SLCC and LCC turnover: US$395 million – a 17.4% increase on 2016

PDO’s In-Country Value (ICV) strategy aims at PDO also celebrated the graduation of 1,355 young
supporting local community companies and small and Omanis from its Training For Employment (TFE)
medium-sized enterprises, increasing the procurement programmes including 166 welders who have been
of local goods and services, and improving the capacity trained to 6G level - the highest international standard
and capability of Omani people and companies in order - and 30 women who have qualified to work in the
to secure long-term sustainable commercial benefits hospitality industry, vehicle sales and digital media.
for the Sultanate.
The graduates underwent training lasting up to 18-
Jobs and Training 24 months at a variety of PDO-sponsored training
institutes and will now take up work employment with
PDO stepped up to support the Government call to more than 50 different employers, including Galfar,
create jobs for young Omanis. In order to help boost Arabian Industries, Oman Trading Establishment, ELCO,
Omani employment and economic diversification, SNCC, Suhail Bahwan Automobiles, Al Falahy and the
we delivered a record 14,146 job, training, re- Kempinski hotel group.
deployment, transfer and scholarship opportunities
with our contracting community, including more Efforts to increase Omanisation of high-demand
than 9,000 direct hires and almost 2,000 students positions in the oil sector continued with the assignment
in training-for-employment schemes. This brings the of 6G welders to the Company’s oil and gas mega
total of opportunities which have been created since project at Yibal Khuff. More than 200 have already been
2011 when the National Objectives programme was enlisted to our other mega project at Rabab Harweel.
launched to 45,000.
Fifty more Omanis are undergoing training to work as
These opportunities are aimed at young Omani key commissioning staff in the oil and gas sector. Upon
jobseekers so they can take up skilled employment passing the course, the recruits will gain an internationally
in a range of jobs such as electricians, mechanics, pipe recognised oil and gas Offshore Petroleum Industry
fitters, scaffolders, maintenance men, steel fixers, sheet Training Organisation (OPITO) or Edexcel certificate,
metal workers, lifting operators, warehouse staff, cooks, and take up full-time employment with Kentz (or other
receptionists and waiters. oil and gas companies in or outside Oman), which is

43
 a wholly owned subsidiary of SNC-Lavalin, one of the following an Oman-first ‘mill-to-well’ model, which
world’s leading engineering and construction groups. will be operated from Duqm.

We boosted our efforts to create opportunities beyond The agreement also included a new supply yard in
our natural boundaries of oil and gas by supporting the the Duqm Special Economic Zone which will be a
training of 450 young women to work in the clothing logistics centre for materials being delivered to our
industry. The first batch of 117 women have already fields. The new model will optimise supply chain
completed a six-month course, which included sewing efficiencies and offer substantial cost savings to
machine techniques and English communication and PDO, by making full use of Duqm’s central location
computer skills, allowing them to take up positions with and proximity to the Company’s various inland oil
Fashion Apparels LLC and Ark Garment Manufacturing and gas fields.
at their clothing factories in the Salalah Free Zone.
• The provision and servicing of compressors
PDO also teamed up with other institutions to boost for US$35 million
employment opportunities including the Special PDO has agreed two contracts with Bin Salim
Economic Zone Authority in Duqm (SEZAD) and the Enterprises LLC for the supply of instrument air
Oman Chamber of Commerce and Industry (OCCI). compressor packages and the maintenance and
repair of installed units. It also penned another
Goods and Services service deal with PipeLine Supply Company LLC
for an existing compressor fleet.
PDO has stayed the course with its commitment to
retain more of the wealth of the oil and gas industry The supply and maintenance of compressors
in Oman and has managed to retain a value of 43% in was the 15th opportunity to be realised by PDO
2017 up from 41% in 2016. The Company awarded since the ICV Strategy Blueprint for the Sultanate’s
contracts worth a record US$5.19 billion to nationally oil and gas operators was unveiled in 2013 to
registered firms. These agreements included: boost local business participation in the nation’s
hydrocarbon exploration and production sector.
• A pipe supply contract with Sumitomo
Corporation for US$1.2 billion • The provision of transformers and valves for
This is to supply PDO with pipes, to be routed US$253.1 million
through the Port of Duqm. Four batches of OCTG PDO has struck deals with Rusayl-based Voltamp
(oil country tubular goods) pipes, weighing around Transformers Oman for the supply of power
15,300 tonnes, arrived by the end of year marking transformers and with Al Jizzi Transformers and
the next phase of Sumitomo Corporation Tubular Switchgears, located in Ma’abella, for the supply
Solutions Oman’s (SCTSO’s) successful delivery of well head transformers. The companies employ
of supply chain management services to PDO, almost 100 Omanis in total.

44
 We continue to lead 43 of the 53 opportunities outlined
in the ICV Strategy Blueprint on behalf of the oil and
gas sector, eight of which were delivered in 2017. We
have also stepped up our efforts to develop robust and
reliable supply chains for vital equipment such as OCTG
pipes, key well equipment and scaffolding products and
services. Approximately 38% of our contracts are now
placed with local businesses, and as much as 64% of
our well engineering contracts are awarded to Omani
contractors, amongst the highest in the region and
beyond. A total of 53% of the total Well Engineering
Directorate spend is retained in the country.

The opening of the Changbao Oman Oil Pipe Company

LLC facility in Sohar will save a large percentage of what
PDO annually spends on casing and tubing. The facility
will also provide 30 jobs when it runs at maximum
capacity and the aim is to Omanise all positions over
the coming years.

PDO also signed a 10-year contract with the Omani

company Gulf Energy SAOC to establish the Fishing &
Remedial Experts Enterprise (FREE) facility which is set
The product range covers thousands of valve items to create up to 70 jobs for nationals. The factory will
from half-inch to 24-inch in size in various material retain more than US$8.4 million in country, supplying
grades, covering the majority of PDO operations, as drilling and fishing tools which were previously bought
well as potentially the wider petro-chemical industry in on the international market.
Oman and beyond.
The manufacture of scaffolding materials and the
The supply and maintenance of valves is the 17th provision of professional scaffolding services was
opportunity to be realised by PDO as part of the 2013 another of the opportunities identified in the ICV
ICV Strategy Blueprint for the Sultanate’s oil and gas Oil and Gas industry Blueprint Strategy. As such,
operators. PDO supported the opening of Triangle Engineering
LLC, which will supply the Sultanate’s oil and gas and
Supporting Omani Businesses construction sectors with scaffolding products and act
as a hub for training and developing Omanis in the
PDO has played a critical role in the establishment scaffolding trade.
of Omani factories, workshops and repair facilities
offering in-country engineering services, equipment Moreover, the Company will be supplied with “Made
and materials to the oil and gas sector. in Oman” electric submersible pump (ESP) systems

The Changbao factory in Sohar

45
 from a new factory in Sohar. The US$7.5 million Borets Small and Medium Enterprises
Seven Seas & Co. LLC plant was opened on the Sohar
Industrial Estate after PDO negotiated a three-year PDO more than tripled its spend on small and medium
US$105 million contract with Borets, a global leader enterprises (SMEs) in 2017 to US$202 million from
in artificial lift systems engineering, manufacturing, US$60 million in 2014.
sales and servicing. It is the first of three ESP facilities
to be opened in Oman after PDO negotiations with SME Spend US$ million
contractors.

The largest process vessel in PDO’s 80-year history 250

was successfully manufactured in Oman by PDO
contractor Special Technical Services at its Nizwa 200
workshop. A total of 22 Omanis were involved in the
mechanical design and construction of the vessel which 150
is the main component in the Acid Gas Removal Unit,
which is currently being built at the Company’s Yibal 100
Khuff mega project to remove carbon dioxide and
hydrogen sulphide from produced hydrocarbon gas. 50

Designed by PDO and Petrofac Oman, it was part of

0
an order of 21 large vessels awarded to STS by the 2014 2015 2016 2017
YK project. The project is also employing Arabian
Industries in Sohar to make a further 14 large vessels.
The orders were placed after a competitive tendering
process between Omani and international companies.
In support of the Government’s quest to encourage
We have also endeavoured to share our ICV experience SMEs, PDO also provided 66 firms with technical
by conducting learning sessions for various institutions consultancy support covering feasibility studies,
including the Ministry of Commerce and Industry, Shell standards and specifications, site visits, assessment of
Kazakhstan, Shell Brunei, the Public Authority of Mining, capabilities by the ICV team, gap identification, and
visiting Indian investors, and the National Programme the qualification process to register in the Approved
for Enhancing Economical Diversification (Tanfeedh). Vendor for Materials and Equipment (AVME) list.

46
In addition, to further nurture entrepreneurial hoist operations, wellhead maintenance and flowline
performance in the Sultanate, 24 SMEs participated replacement.
in workshops organised as part of PDO’s tailor-made
development programme called Ta’zeez (Enhance). The Throughout 2017, these delivered shareholder
sessions aimed at empowering SMEs by enhancing their benefits and generated employment opportunities
capabilities in doing business with PDO and improving and entrepreneurship opportunities for locals. All
their entrepreneurship skills. four SLCCs working under PDO – Al Baraka Oilfield
Services, Al Haditha Petroleum Services, Al Sahari
Local Community Contractors (LCCs) Oil Services and Al Shawamikh Oil Services – are
progressing well with a strong focus on business growth
PDO has continued to support LCCs through a ring- and efficiency.
fenced scope in our main contracts which is offered to
them via an inter-bidding process. A total of 281 LCCs With the aim of encouraging these companies to
had registered in the Joint Supplier Registration System sustain their business growth, PDO organised a
(JSRS) up to the end of 2017. business diversification workshop which shed light
on investment opportunities in different sectors,
These LCCs have provided various services in oil including oil and gas, tourism, manufacturing, mining
and gas operations, such as well services, electrical, and logistics.  These opportunities were presented
mechanical and civil engineering, logistics, manpower by officials from Tanfeedh and other private and
supply and equipment hiring. There are also 10 governmental organisations.  
LCCs which have direct contracts with PDO and are
considered as matured LCCs. Moreover, PDO, along with the Oman Centre for
Governance and Sustainability (OCGS), successfully
Additionally, an LCC, Seeh Al Saraya, secured a direct organised an awareness workshop at the Muscat
contract with PDO to work in its operations. Under Securities Market (MSM) for SLCC directors, executives
the terms of the deal, the company will carry out off- and major shareholders. The objective was to provide
plot mechanical work at PDO fields located in North the participants with the requirements to register and
Oman. manage the SLCC shareholder database. As a result
of this workshop, Al Shawamikh and Al Baraka have
PDO conducted two LCC business awareness successfully listed their shares in the third market of the
workshops in Fahud and Marmul with the objective Muscat Securities Market.
of providing LCC business owners with the required
awareness on the inter-bidding process, the importance 2017 Full Year SLCCs/LCCs Spend (Revenues)
of the JSRS and its registration method.  
The cumulative total contract values of all four SLCCs
Super Local Community Contractors (SLCCs) with PDO have increased considerably from US$824
million to US$1.1 billion. All SLCCs currently have 9,708
PDO has achieved its stated objective of developing shareholders drawn from their local communities and
and empowering local communities in the concession boast a cumulative share capital value of RO22 million.
area through the establishment of shareholding
LCCs which are known as Super Local Community In 2017, the total cumulative revenue from PDO
Contractors (SLCCs). contracts for SLCCs was more than US$115 million,
the LCC spend was around US$170 million and
These were set up as community-owned companies matured LCC spend was about US$109 million. The
providing a range of core oil and gas activities, including total SLCC/LCC turnover was US$395 million, a 17.4%
rise on 2016 (US$336.4 million).

47
 The following chart illustrates the SLCCs/LCCs revenue growth over the last six years:
SLCCs/LCCs Spend Growth

395
400
350 336

300 273 279

US$ (Mln)

250 235 234

210
200 187 165 177
148 149
150 116
96 102
100
70
50 23
1
0
2012 2013 2014 2015 2016 2017
SLCCs LCCs Total

The following chart illustrates the SLCCs, Matured LCCs and LCCs revenues in 2017:
2017 Full Year Spend

450 394,969,225
400
350
300
US$ (Mln)

250
170,499,553
200
115,557,557
150 108,912,115
100
50
0

LCCs Matured LCCs SLCCs Total (US$)

The following chart illustrates individual SLCCs revenues in 2017:

Full Year 2017 SLCC Spend

140
115,557,557.43
120

100

80
US$ (Mln)

60 42,719,482
36,737,275
40
16,433,702 19,667,099
20

Al Barka Oilfield Al Haditha Petroleum Al Sahari Oil Al Shawamikh Total (US$)

Services Services Services Services

More than 4,000 Omanis are currently working with business targets. Our 2018 programme build indicates
SLCCs and LCCs in different disciplines. an annual spend on oil and gas in excess of US$7
billion, of which more than 90% is through third parties.
Contracting and Procurement
As income for the country from oil revenues has not
PDO’s contracting and procurement vision is to been stabilised due to the prevailing low oil prices,
become the partner of choice for delivering our PDO is still pursuing all possible opportunities to work

48
efficiently and to identify and implement cost savings academia, and government can connect around
across all our activities. research and innovation activities, based on an “Uber-
like” virtual market place model. The platform will
At the same time, there has been an onus on maximising be managed by the Institute of Advanced Technology
production and ensuring timely project delivery so as Integration formed by TRC and PDO.
to accelerate monetisation of our investments whilst
staying the course on our ICV journey. With this in Ejaad will provide numerous resources for both
mind, our priorities in 2017 remained on improving industry and academia such as access to a researchers’
sourcing cycle time to ensure faster contract awards, directory, which will contain searchable profiles of
enhancing material management and vendor delivery researchers and institutions in Oman. It will also offer a
performance, and working closer with our suppliers to ‘staff mobility’ scheme that facilitates secondment from
identify and implement cost efficiencies. academia to industry and vice versa, and access to an
application process to use industrial facilities for the
All new suppliers, primarily the ones who deliver purpose of research and innovation.
a (labour) service on PDO premises, are screened
on HSE by the relevant contract holder before they University Partnerships
receive a contract for PDO. Depending on the HSE
risk and mode of contract, the process can contain HSE
PDO signed research and development agreements
pre-qualification, (contractor) site visits and evaluations
with Muscat, Sohar and A’sharqiyah Universities to help
during the tender stage which also cover worker
resolve some of our complex technical challenges.
welfare.
The Memorandums of Understanding will help us
Research and Development
further develop our competitive delivery by reducing
Over the past decade Oman has demonstrated costs, increasing production and reserves while
a commitment to innovative research which has operating in a safer and greener environment.
successfully stemmed, and reversed, a decline in
domestic oil production. More of that pioneering spirit At the same time, the collaboration deals will support
and partnership, combined with new technologies, will PDO’s effort to boost ICV by advancing academic and
be needed going forward as the country prepares to vocational development and increasing the share of the
tap more of its heavy and complex crude oil reservoirs, oil and gas industry’s wealth retained in Oman.
and hard-to-access gas reserves, to sustain and further
advance production levels. The organisations will also work together to encourage
Omani SMEs and entrepreneurs to carry out their basic
As such, with the aim of bridging the gap between technological research, test-proof their conceptual
academia and the oil and gas industry, PDO ratified thoughts and innovative ideas and develop early-stage
a joint research and development protocol with the technology in the university’s laboratories prior to any
Ministry of Oil and Gas and The Research Council potential future commercial agreements.
(TRC). The 2017 Oman Energy Industry-Academia
R&D Protocol is regarded as an important step PDO will assist with the establishment of technology
towards building a vibrant research ecosystem within centres at the universities and our own experts will
the country that can help PDO sustain output through be given access to these research hubs and run and
to 2040 and beyond. develop teaching programmes. Additionally, PDO and
the academic institutions will exchange best practices
The protocol will be implemented through a digital on health, safety and environment (HSE), Lean efficiency
platform called Ejaad (Creation) where industry, programmes and governance frameworks.

49
 People and Staff
Development

50
 2017 Highlights

• Highest number of women on staff

• Launch of corporate diversity and inclusion campaign
• Start of remote working pilot
• Introduction of new online learning system

PDO’s people are the Company’s greatest asset. They improvements on the majority of dimensions where
are skilled and they are knowledgeable. And the great year-on-year comparisons could be made after the
majority of them are Omanis. It will be the collective appointment of a new survey provider. As a result, the
commitment, skills and expertise of all PDO’s people survey was refreshed and many questions rephrased
that helps to sustain the development of the nation. and simplified for added granularity. Stand-out results
include Company Pride (85%), Reputation (84%), Team
At the end of 2017, PDO had 8,772 staff, of which Respect and Trust (83%), Loyalty (82%), Responsible
6,930 were Omanis. The Omanisation rate was 79%, Business (79%) and Organisational Leadership
and the Company is expecting this to reach 90% by (74%). The results for Organisational Leadership and
2019-20. There were 1,012 women on staff (an 8% Reputation were rated top quartile.
increase on 2016), including 884 Omanis. A total of 448
Omanis were hired in the year and the total number PDO recognises an independent company trade
of Omani graduates was 958.There were 1,495 Omani union affiliated to the Omani General Federation of
promotions with 286 Omanis in senior positions (262 Trade Unions in line with the Omani Labour Law.
men against 24 women). Arrangements with the PDO Trade Union extend to
“consultative rights.” At this point in time there are no
Going forward, the rate of recruitment will slow collective agreements in place between the Company
following a period of strategic over-recruitment from and the PDO Trade Union and, as such, operational
2012-15, while enabling PDO to reduce the number of changes are not subject to “minimum” notice periods.
expatriates, with positions gradually filled by qualified Operational changes, where required, are notified to
Omanis. staff at the earliest opportunity and in line with any
legal requirements.
PDO staff by age range
This recognition covers all directly operated PDO
22-26 operations but does not extend to contractors and
sub-contractors. The right to exercise freedom of
27-31
association and the consultative arrangement with the
32-36 PDO Trade Union are not considered to be at risk of
37-41 either restriction or withdrawal.
42-46

47-51

52-56

57-61
62-66

Employee Engagement

A People Survey is conducted every year enabling staff

to register their views on a wide range of topics such
as pay and conditions, organisational leadership and
diversity and inclusion.The results are scrutinised closely
and any areas of concern are addressed seriously and
transparently in follow-up sessions and actions.

The one for 2017 recorded a participation rate of 75%,

with a total of 6,411 surveys returned. There were

51
 Proud PDO Scholars celebrate their graduation

Diversity and Inclusion monitoring and assessment for Omanis who join the
Company after graduating from universities or colleges
PDO launched a high-profile diversity and inclusion with Bachelor degrees or above. It has been designed
(D&I) campaign focused on three main pillars – to provide them with the technical and operational
fairness, gender balance and harassment and bullying skills they need to work in the rapidly changing oil
– to enhance the working environment. Each pillar is and gas industry. It now covers 40 disciplines, such as
sponsored by a member of the Managing Director’s engineering, production operations and petrophysics,
Committee (MDC), who also sits on the MDC Last year, the first batch of 281 employees qualified
Diversity and Inclusion sub-committee. from the GDP.

PDO defines a fair workplace as one where people PDO currently has 218 scholars and development staff
are treated equally without bias, favouritism or studying at different degree levels in the UK, Australia,
discrimination, and where the people processes are Canada, USA, Germany and Norway, and 73 celebrated
merit-based and provide opportunities based on ability their graduation last year – the 29th sponsored batch
and skills. to successfully qualify from courses in a range of
disciplines since the Company launched its flagship
In 2017, progress was made in safeguarding the Scholarship Scheme in the 1980s.
integrity of Company processes in key areas such as
recruitment, ranking and progression. A dedicated full- The successful scholars studied subjects including
time Diversity and Inclusion Officer was also appointed exploration geophysics, oil and gas pipeline engineering,
to raise awareness around the issue and investigate petroleum engineering and information technology.
complaints and a confidential reporting hotline was
established for staff to report concerns. Fifty five issues In 2017, PDO continued supporting staff development
relating to D&I were logged, and 46 were closed. by offering 16 undergraduate scholarships in chemical
engineering, mechanical engineering, electrical
PDO was identified as one of four leading companies engineering and renewable energy systems. The
in the Gulf Co-operation Council (GCC) region for Distance Learning Scheme also supported more than
its best practice on achieving workplace diversity. The 40 PDO staff to complete their BScs and MScs, allowing
Pearl Initiative, a pioneer for women’s empowerment them to continue their academic development while
in the GCC, commended the Company for shifting continuing their current work duties.
perceptions, its culture of support, succession planning,
mentoring circles and removal of barriers. To sustain our long-term future and build a robust
pipeline of talent, PDO offers a wide range of Learning
This year, PDO is rolling out mandatory D&I training and Development programmes covering health, safety
for all staff to increase collective awareness and and environment (HSE), technical subjects, personal
understanding of the subject. effectiveness and leadership.

Training The PDO Learning and Development Centre

continued to maximise in-house delivery of courses as
More than 1,200 staff have enrolled in the Graduate part of the cost efficiency strategy. We delivered more
Development Programme (GDP), which was launched than 400 technical, non-technical, HSE and process
in 2013 to provide structured, on-the-job training, safety courses, covering 42,000 man days.

52
As part of PDO’s efforts to extend training beyond our of participants to ensure sufficient numbers to fully
borders, wells learning, with a focus on process safety, evaluate the scheme.
was given to both PDO staff and personnel from more
than 20 local operators, contractors and Shell Qatar Pay and Conditions
at PDO’s state-of-the-art Wells Learning Centre, which
is accredited by the International Well Control Forum PDO’s workforce is primarily split between Omani
(IWCF). nationals, direct hire expatriate staff and Shell secondees.

The centre boasts a range of facilities including seven Benefits differ somewhat depending on the
classrooms, five well simulators, an educator wall room categorisation of the employee between the three
and a model room, and offers IWCF levels 2, 3 and 4 for main employee classifications. Benefits provided to
well engineering and completion and well Intervention Shell secondees are largely aligned to Shell Global
personnel. Instructors have delivered 144 learning International Assignee policies, with direct hire
events for 782 candidates, resulting in an overall saving expatriate benefits reflecting certain benefits and
of almost US$1 million. allowances, such as home travel and educational
support.
A new online system Al Manar was launched to
enhance employee learning and improve the training PDO applies a basic 3% minimum pay increase subject
delivery processes by providing one central platform to to “good performance” for all nationals, in line with the
manage and administer training-related activities. Omani Labour Law. Whilst not applicable in law to non-
nationals, PDO implements this standard across the
Al Manar provides all employees, managers and skill board. All increases above the threshold are linked to
pool managers (SPMs) with a modern unified interface performance and the employee’s salary relative to the
to access their own training and their team’s training. maximum limit on their salary scale. All full-time Omani
The solution is aimed at strengthening the learning employees are eligible for the PDO Pension Fund that
culture across the organisation by providing a conducive provides a defined benefit, final salary pension. This is
environment to conduct and manage online training. not available to national locals employed on temporary
contracts or non-national staff. A minimum notice
Remote Working period of a month is given for operational changes.

PDO is currently conducting a trial, expected to last Parental Leave

for two years, into remote working called Maktabi
(My Office). The pilot is aimed at assessing how best PDO has a published policy covering “parental” leave
to execute a major change in our work arrangements, (representing both “maternity” and “paternity” leave).
supporting a greater work-life balance while enhancing During 2017, PDO had 282 staff who either started
productivity and delivery. Sixteen employees were maternity/paternity in 2016 and who returned in
initially given the flexibility of working up to two days 2017, or started maternity/paternity in 2017 and who
from either home or an office “hub” located in Seeb. returned in 2017.

At the time of going to press, 75 staff were involved in Out of these returnees, three female staff subsequently
the trial and the aim is to continue to build the number resigned from PDO during 2017, giving a retention rate
of 99%.

53
 General
Welfare

54
 2017 Highlights

• Delivered a record safety performance

• Committed to 35 social investment projects
• Pledged more than US$5.5 million in social investment funding
• Completed work on seven majlises and a livestock market

The welfare of people and the natural environment vehicle (such as speeding or not wearing seat belts)
are enshrined in PDO’s Business Principles – the to just 0.6 and is now monitoring more than 8,500
document at the top of our Corporate Management vehicles in the PDO and contractor fleet across 223
Framework. We will never be satisfied with the way contracts.
we carry out our ambitious plans unless we do so in
a way that respects people’s health and safety, that We are expanding its functionalities to include e-journey
benefits neighbouring communities and that maintains management and fatigue management by piloting in-cab
the environmental richness of the country. cameras, as well as mandating contractors to introduce
online monitoring and daily violation reporting.
Safety remains PDO’s overarching priority with an
unrelenting focus on Goal Zero – no harm to people, PDO launched a commuter bus scheme in the summer
environment and assets. of 2013 to reduce the rate of road accidents by cutting
the number of staff and contractors using private
PDO concluded 2017 with a record safety vehicles to get to and from work.
performance. The Lost Time Injury Frequency (LTIF)
per million manhours worked was 0.20, a reduction The service has expanded steadily and now covers
of 9% compared to 2016; while the Total Recordable 26 hubs and 65 villages. Since it started, it has carried
Case Frequency per million manhours worked 309,479 passengers, including 118,807 PDO staff,
dropped from 0.98 to 0.72, a 26.5% fall. Unfortunately, and an average of 9,263 passengers now use it every
the performance was marred by a work-related fatal month. According to the last survey, private vehicle use
incident involving a contractor.  in the North of PDO’s operations had halved.

The annual exposure was 224.9 million manhours PDO’s five-year nationwide “Tell A Friend” road safety
worked and 314.1 million kilometres driven. There was campaign was officially launched at the Muscat Festival
a reduction in the Severe Motor Vehicle Incident Rate in January 2013 with the aim of lowering the number
of 42% (0.12 to 0.07) compared to 2016. The Motor of road accidents in the Sultanate. It targets important
Vehicle Incident Rate per million kilometres driven also areas of road safety such as responsible driving, speed
fell 9% from 0.33 to 0.30. management, vehicle maintenance, proper seat belt
usage and driving whilst fatigued. The campaign has
Road Safety used a multi-media approach, including television,
cinema, radio, newspapers, Facebook and Twitter to get
PDO is committed to improving road safety both its message across to all generations.
within our own boundaries and beyond.
The “Tell A Friend” roadshow, featuring exhibitions,
Our dedicated Journey Management Control Centre lessons, competitions and plays, visited locations in
(JMCC) is now fully functioning and will help in Muscat and Salalah during 2017 and the campaign
managing road exposure to an even greater degree in donated 20 child car seats after a request by the Wali
the future, along with greater compliance, consequence of Mahdha.
management and training across both our staff and
contractor vehicle fleet. Social Investment

The JMCC, which was established in 2016 to track As a responsible corporate citizen, PDO is committed
vehicles and driver behaviour on the road, has led to to delivering meaningful social investment programmes
a 97% drop in the average number of violations per that create sustainable benefits for Omani society.

55
 The Journey Management Control Centre

Our three areas of social investment focus throughout Learning and Research
the year were learning and research, community
infrastructure development, and health, safety and To increase female empowerment, PDO committed
environment (HSE). to support nine branches of the Omani Women’s
Association with training opportunities for women
We committed to 35 new social investment projects, to establish small businesses and income-generating
totalling more than US$5.5 million, which will have activities. This followed on the success of our Banat
tangible impacts on the quality of life of thousands of Oman social enterprise which has now given vocational
people living in our concession area and beyond. These training to women from low-income backgrounds so
include the provision of safe drinking water facilities, they can generate sustainable incomes.
safe spaces for community gathering and research
and learning opportunities. A further US$1.3 million And in an endeavour to improve access to education
was distributed in sponsorships, grants and donations and learning for rural populations and support
to support individual initiatives from grassroots education for girls, we pledged to build a new school in
organisations. Hamra Ad’dura and a library in Bahla.

We also revamped and equipped two school science

labs and committed to three more to raise the interest
of students and the general public and give them
hands-on experience in STEM [science, technology,
engineering and maths] and the fields of renewable
energy, robotics and nanotechnologies. We are further
committed to a training-for-employment programme
targeting 25 Omani adults with disabilities.

In the field of science and technology, we supported

the country with state-of-the-art equipment to create
Enterprise & Oman’s first DNA gene bank for fauna and flora.
HSE Sport
Enterprunership

Energy Heritage & Reserch & Community Infrastructure

Management Culture Learning

NGO
Work on seven public majlises in Shaleem, Maqshan,
support Thumrait, Izki and Ibri - offering safe spaces and social
hubs to locals - was completed in 2017, along with a
livestock market in Maqshan. We also pledged to build
two more majlises in Thumrait and a public park in
Haima.
56
The Company also pledged infrastructure to access Furthermore, we sponsored the OCA palliative care
potable water with a reverse osmosis plant in training for 180 nurses and launched a First Aid training
Maqshan, and responded to a request to replace the programme across Oman for 4,000 school students,
current water tank and piping infrastructure to provide school nurses and teachers to become certified First
safe drinking water to the village of Bursas in wilayat Aiders.
Thumrait, to benefit around 140 people.
Road safety was enhanced with the installation of
HSE lighting at the main roundabount in Al Jazir using solar
energy. In an effort to reduce child road fatalities and
PDO supplied a range of medical equipment to local support the Government’s mandatory child seat law,
hospitals in Muscat, Ibri, Shaleem, Haima and Al Jazir to PDO teamed up with Shell and Oman Liquefied
help with diagnosis and treatment and ambulances to Natural Gas Foundation to launch a joint road safety
improve emergency response times. We also funded campaign targeting children and parents on the need
a maintenance programme for the Oman Cancer for proper child seating support in vehicles.
Association (OCA) mammography unit and provided
a new mobile command vehicle to the Ministry of In an initiative to boost both the rural economy and
Health’s Emergency Response and Crisis Management animal welfare, PDO financed the provision of 12
Centre to be used to liaise with the centre from the mobile veterinary clinics.
scene of incidents.
Contractor Welfare

PDO has driven significant improvements in temporary

accommodation camps (TACs) for contractors through
a series of inspections.

TACs were introduced to meet the demand for extra

accommodation for contractors. These Portakabin-
type buildings consist of sleeping, kitchen, ablution and
recreational facilities and are inspected annually to
ensure compliance with stringent standards.

In 2014, 82 inspections revealed that only 23% of the

TACs were compliant with the formal public health
requirements. A total of 151 inspections were carried
out in 2015 with a further 147 in 2016 to track

57
 compliance and embed corrective measures. Several Disaster Relief
camps required multiple inspections, to ensure that
improvement actions were fully implemented. PDO donated RO 192,000 to help victims of the
humanitarian crisis in Yemen following a staff charity
As a result of a tougher inspection regime and a series appeal.
of meetings between the senior managements of PDO
and affected camps, corrective actions were agreed. More than 1,900 employees contributed from their
Implementation delivery and timelines were closely salaries to help relieve the suffering of Yemeni citizens
monitored and where accommodation camps were caused by the civil conflict, instability, large-scale
not making sufficient progress regarding corrective displacement, food insecurity, child malnutrition and
actions, penalties were imposed. disease. The donation followed one for almost RO
170,000 in 2015.
The changes meant that 93% of the accommodation
facilities were compliant by Q3 2017, recording an Additionally, a further RO 192,000 was donated to help
overall compliance score of 83%. This has had a Rohingya refugees who have fled from their homes to
dramatic impact on the wellbeing of employees and escape violence in Myanmar.
contractors in the Interior, with improvements noted
in food quality, laundry, accommodation, ablution and Medical Care
recreational facilities.
PDO’s Medical Centre in Mina Al Fahal, along with
In 2015, the Company launched Project Prism, an eight Interior clinics, has established itself as a primary
industry-first initiative aiming to establish contractor healthcare facility providing quality medical services to
welfare standards for those working in the Interior. employees, their dependants and PDO pensioners.
The programme was designed to embed effective
and caring labour practices and ensure personnel are It provides state-of-the-art facilities as well as a
supported in accordance with the highest international comprehensive range of services to address the needs
standards. of every patient. It also ensures support for secondary
and tertiary care levels mostly through external
Contractor personnel are interviewed confidentially providers. The team includes 15 doctors and 40 well-
about a wide range of topics, including safety, pay, food trained nurses.
and accommodation.To date, more than 30,000 surveys
of employees with 200 Interior-based contractors have Provision includes an occupational health department,
been conducted and more than 210 coaching sessions a high-tech multi-disciplinary lab, a pharmacy, specialist
delivered to contractors to drive worker welfare clinics, and vaccination, dietician and ante-natal services.
improvements. There is also a medical emergency response with a
fleet of 14 ambulances which not only serve PDO but
also the community at large. A wellness services and
exercise facility for both men and women is run under
the medical management. The total number of patient
visits to PDO clinics in 2017 was 72,364.

As health promotion and disease prevention through

healthy living and lifestyle changes continue to occupy
an important place in medical care, the department
expects to take a more active role in promoting
behaviours that will help patients of all ages to improve
their health.

PDO’s medics are also involved in health promotion,

training and education programmes and activities.
World Health Day 2017 was a major corporate event
and attracted hundreds of staff and contractors, while
providing opportunities to learn, ask questions and
meet experts from different specialties.

PDO is proud of its ranking as the largest corporate

blood donor in Oman, and almost 1,700 staff participated
in Ministry of Health blood donation campaigns at both
the Coast and Interior. And the department successfully

58
contributed to a national measles immunisation drive,
covering 19,450 employees and contractor personnel.

Child Labour, Forced Working and Indigenous

Rights

As a responsible employer, PDO does not employ staff

below the age of 18 and, to the best of our knowledge,
neither do our contractors. We also do not force or
make compulsory any employment relationships within
our organisation. In all cases, PDO applies, and enforces
on our contractors, the complete application of the
Omani Labour Law. There has not been any registered
case against PDO or any of its contractors related
to child labour or the exposure of young workers to
hazardous work, neither through the Labour Inspection
department of the Ministry of Manpower, nor from our
Corporate Occupational Health department, which
conducts frequent visits to the sites of the Company’s
projects. There have been no incidents of violations
involving the rights of indigenous peoples.

59
 Environmental
and Safety
Performance

Photo by Bauer Nimr

60
 2017 Highlights

• Substantial fall in oil spills

• Produced less hazardous waste
• Agreed expansion of Nimr reed beds
• Construction of solar car park at Mina Al Fahal

PDO is continually striving to protect Oman’s replacement of more than 2,450 kilometres of flowlines
environment and prevent pollution. In 2017, the and pipelines in 2017. Many on-plot lines were also
Company improved environmental performance across replaced and the work will continue in upcoming years.
many aspects including oil spills and waste management
and broke new ground in the field of renewable energy. There was a substantial decrease of almost 89% in the
The achievements are summarised below. quantity of oil lost per million tonnes of production
from 32 tonnes in 2016 to 3.46 tonnes in 2017, with
Spills no major leaks where the net oil exceeded 50 tonnes.

In continuance of our efforts to improve integrity The number of oil spills per million tonnes of oil
and reduce the number of spills, PDO completed the production also showed a 20% fall down to 1.57
compared with 1.97 in 2016.

Oil Spills Performance

35.00 7.00
30.00 6.00
25.00 5.00 Quantity of Oil spills > 1 Barrel
(0.16m3) per Million ton of
Quantitty

Numbers

20.00 4.00
production (t/Mt Production)
15.00 3.00
10.00 2.00 # of Oil Spills > 1 Barrel (0.16m3)
per Million ton of Production
5.00 1.00 (#/Mt Production)
0.00 0.00
2013 2014 2015 2016 2017

Greenhouse Gas (GHG Emissions GHG reduction projects in assets and execution of
renewable energy projects such as the Mina Al Fahal
Due to the increase in gas flaring and emissions from solar parking project, solar steam generation and the
combustion sources in 2017, PDO’s greenhouse gas power plant combined cycle project.
(GHG) emissions increased by 14%, reaching 0.16
tonnes (CO2 equivalent) per tonne of production As part of PDO’s drive to reduce GHG, the
compared to 0.14 tonnes of CO2 equivalent in 2016. development of a Greenhouse Gases Intensity Plan
GHG emissions were identified as a focus area in 2017 was initiated. This provides an overview of our current
and a detailed GHG roadmap was developed including status and where we aim to be by 2025 in terms of
three focus areas for reduction within PDO namely: GHG intensity. Based on the analysis, it is expected that
improvement in energy efficiency, implementation of PDO’s intensity will fall by around 10% by that year.

Greenhouse Gas Intensity Ratio (Tonne of CO2 Equivalent / Tonne of HC)

0.40

0.30 0.25 0.26 0.25

0.22 0.23 0.16
0.14
0.20

0.10

0.00
2010 2011 2012 2013 2014 2015 2016 2017 2018

61
 Flaring Performance
30.30 80.00
70.00
25.30

HC Production mln tonnes

60.00
20.30
50.00
Flaring

15.30 40.00 Production total HC mln tonne

30.00
10.30 Flarring (upstream) (million tonnes flared)
20.00
Flaring intensity (Ton/1000 Ton of HC)
5.30
10.00

0.30 0
2011 2012 2013 2014 2015 2016 2017

Gas Flaring In 2017, PDO launched a “Let’s Talk Flaring” programme

to streamline and co-ordinate the management of
PDO is committed to meet The World Bank Zero flaring, as well as working on a project to improve the
Routine Flaring by 2030 target well before the deadline quality and quantity of root cause analysis by including
year. Given the nature of oil and gas exploration and a flaring threshold within the Operational Reliability/
production, and taking into account flaring management Integrity Improvement process.
risks and global concerns, a co-ordinated effort is being
mounted to tackle the challenge. Three focus areas Renewable Energy
have been identified: non-routine flaring, asset flaring
reduction projects and new technology deployment PDO remains committed in seeking new and green
for flaring reduction, such as micro-turbines, where a technologies for energy generation to reduce its
pilot deployment at Anzauz was launched in 2016. dependence on fuel gas to generate electrical power
for business needs. One method is a project to install
However, due to equipment failure in some fields, thousands of solar panels in its headquarters’ car parks
non-routine flaring activities occurred and, as a result, to provide power for main office buildings, which was
PDO’s flaring intensity increased by 14% in 2017, to commissioned early in 2018.
14.62 tonnes flared per 1,000 tonnes of production
compared to 12.86 in 2016. In PDO, all non-routine The environmentally friendly move will save more than
flaring activities are managed by an As Low As 3.1 million m3 gas a year, enough to provide electricity
Reasonably Practicable (ALARP) tool to demonstrate for almost 1,000 homes. It will also cut carbon dioxide
and evaluate each flaring scenario on an economic and emissions by 6,662 tonnes annually, the equivalent of
environmental basis. taking more than 1,400 cars off the road or planting

62
 320m3 301m3
of gas was required
to generate
of gas was required
to generate
270m3
1 MWh.
1 MWh.

2010 2017 2020

almost 173,000 trees. Generated power will be The award-winning Nimr reed beds, operated by Bauer
connected to three of the main office buildings at Mina on behalf of PDO, are currently treating approximately
Al Fahal.The Company is also planning to float a tender 115,000 m³/d of produced water at a fraction of the
for a 100 megawatt solar photo voltaic project by 2018 cost and energy intensity of gas-hungry conventional
in the Interior. DWD.

Energy Efficiency As part of PDO’s effort to further reduce the energy

intensive DWD operation, an additional volume of
Efforts continued to enhance energy efficiency via potentially up to 70,000 m³/d of produced water
cogeneration and waste heat recovery in our steam is planned to be exported to the scheme with its
generation activities. The efficiency of the power expansion in 2019. This will save about 17 MW of
generation has improved significantly.  In 2010, 320 m3 energy which is equivalent to saving 40 million m3/year
of gas was required to generate 1 MWh. This has now of gas. The wetland plant will contribute to a reduction
fallen to 301 m3/MWh, with the aim to reduce it to of more than 200,000 tonnes of CO2 per annum due
270 m3/MWh by 2020, once all the planned combined to the energy saving as a result of the removal of DWD
cycle gas turbine units are commissioned. pumps.

Water The ongoing Fahud salt making project is currently in

the execution phase and is targeted to start industrial
PDO currently produces close to 910,000 m³/d of salt production in 2019. Salt will be produced through
produced water which is set to exceed 1,000,000 m³/d by the solar evaporation process which will use 5,000 m³/
2019 onwards. Around 55% of this is used for pressure day of hyper saline produced water (which is currently
maintenance and around 300,000 m3/day of the excess disposed of in DWD) to produce industrial salt for
is disposed into deep formations known as Deep Well PDO’s consumption and potentially Oman’s industrial
Disposal (DWD). PDO continues to seek alternative use.
methodologies for the cleaning and re-use, or disposal
of produced water in a manner that consumes far less Through a variety of optimisation activities, proactive
energy. collaboration and engagement with key stakeholders,

YIBAL LEKHWAIR

18” 600#
CS+HDPE 65 km To Water
Surge Injection
Vessel

Skim
Tank
WI Pump WI Pump

Relocated from LPS

On plot On plot
Off plot Off plot

63
 including the Ministries of Environment and Climate demand for fresh water, followed by Fahud, Marmul
Affairs and Fisheries and Agriculture, PDO’s Water and Nimr.These deployments will reduce aquifer water
Management team has contributed towards our 3R abstraction and minimise disposal of reject water.
vision of “Reduce, Reuse and Recycle” of water. These
opportunities are: Waste

Opportunity 1: The reuse of reverse osmosis (RO) In 2017, PDO generated 2% less hazardous waste
reject water across PDO for dust control, site – 222,000 tonnes compared with 225,900 tonnes
preparation and construction activities. in 2016. The decrease came from a reduction in oily
sludge generation. We produced 62,200 tonnes of
Opportunity 2: The reuse of RO reject water and non-hazardous waste compared to 41,500 tonnes in
produced water for drilling activities. 2016, an increase resulting mainly from construction
waste due to an expansion in PDO operations.
Opportunity 3: The effective use of the Qarn Alam
steam RO plant by increasing RO recovery from 64% In comparison to 2016, there was a significant
to 69% which has consequently reduced the quantity improvement in the treatment of hazardous waste.
of reject water. The quantity of naturally occurring radioactive material
(NORM) decontaminated items increased by 33%,
Opportunity 4: The reuse of 32,000 m³/d of Yibal from 19,639 to 26,096, making a total of 45,735
produced water, which is currently going to deep water NORM-free tools and tubulars.
disposal, to meet Lekhwair and Daleel water injection
demands instead of precious aquifer water. In 2017, 22,040 m3 of oil-based mud cuttings and
51,721 m3 of oil-contaminated soil were successfully
These ‘green’ initiatives will minimise the environmental treated to meet Ministry of Environment and Climate
footprint from disposal, maximise reject water use and Affairs (MECA) specifications. Apart from Nimr, where
enhance PDO’s reputation in preserving aquifer water, oil from sludge is piped to the station, an additional
a precious resource in a water-scarce country. It will 68,986 barrels of oil were recovered from the sludge,
also increase energy efficiency, generate cost savings through our hazardous waste management contract. In
and assure sustainable water for production support. conjunction with the In-Country Value team, a number
of agreements were also signed with local companies
PDO is also running a biosaline agriculture trial (which for recycling batteries, plastics, wood and metal drums,
commenced with contractor Bauer in 2015) as a three- with the result that about 1,646 tonnes of waste were
year research project to study the impact of treated recycled.  
produced water on 13 different plant species and its
commercial viability. Eucalyptus, acacia, conocarpus,
casurian and prosopis are being grown on the
20-hectare plot and cotton has also been harvested
there.

Plant growth from a number of crops has been

promising with the potential for possible commercial
application, and the possibility of producing biomass
and oil seeds.

There is ongoing collaboration work with Sultan

Qaboos University to use local soil and low-salinity
treated produced water to manufacture compressed Pit-less Drilling
stabilised soil blocks as ways to reduce building costs.
The bricks have been used to build a small room to test PDO has developed a pit-less drilling concept, which is
the strength and thermal conductivity of the walls, and not only good news for the environment, including wild
the testing is expected to be concluded by the middle life habitats, but could also have a positive cost impact.
of 2018.
Every year, the Company drills an average of 600 new
PDO has assessed the opportunity of deploying wells. For the drilling phase of these wells around
innovative forward osmosis (FO) desalination 1,200 pits are created to store water and waste such
technology, particularly to treat RO reject water to as excess cement and cuttings. The pits cover a large
obtain fresh water, for several potable water plants in area in the highly fragile desert environment and in
our concession area. The feasibility study concluded response to this environmental challenge, the pit-less
that FO can be installed at Saih Rawl to meet the drilling concept was devised.

64
The system uses a centrifuge which grinds the cuttings development of a soil and groundwater “vulnerability
to make them finer and separates them from the map” using an aquifer vulnerability index (AVI). The AVI
production fluid with the aid of a de-watering process. method is based on two key parameters:
The dry cuttings (less than 5% moisture) as well as the
clear fluid are then re-used. • Thickness of each sedimentary unit above the
uppermost aquifer, and
This initiative has reduced the overall water consumption • Estimated hydraulic conductivity of each of these
by 60% through reuse of the treated water. It has also layers.
enabled the recovery of oil from cuttings, the reuse of
chemicals and the utilisation of excess cement. Once All major facilities located in medium to very high
replicated across PDO’s portfolio the pit-less drilling vulnerability areas were included in the Phase-1 risk
concept could yield considerable cost savings annually. assessment, which involved a detailed site verification
of potential causes of contamination and the existing
Environmental Projects In 2017 controls in place. Following this assessment, all sites that
were classified medium to high risks were taken into
In 2015 PDO developed its five-year Environmental Phase-2 risk assessment. This involved:
Strategy and Action Plan which is a key enabler to
achieving the overall corporate objectives of sustainable • Soil and groundwater sampling and analysis
growth, operational excellence and compliance with • Conducting infiltration and permeability tests
sustainability commitments. In line with the strategy • Conducting spill scenarios and transport pathways.
objectives of “Comply-Improve-Prepare”, a number of
key projects were accomplished in 2017. The output of this assessment was a plan for
groundwater monitoring, as well as one for a site clean-
Risk-Based Management for Contaminated Soil up. No groundwater contamination was identified in
Stockpiles any of the assessed facilities. A plan for the long-term
monitoring of groundwater is being developed.
PDO has generated significant quantities (~600,000
tonnes) of oil-contaminated soil due to historical oil
leaks/spills that have occurred over the past 15 or so Air Quality Emission Quantification and
years. Assessment at the MAF Industrial Complex

In response, we carried out an underground water In order to maintain a good ambient air quality at our
risk assessment by drilling two monitoring wells and main Mina Al Fahal headquarters, a four-tier assessment
modelling the potential transport of contaminants to approach was adopted:
groundwater. The main objective was to assess the
contamination level (if any) underneath the most
vulnerable contaminated soil site at Lekhwair, and the
contamination potential for all clusters, to set a Total
Petroleum Hydrocarbon (TPH) treatment limit for Online Ambient Air Quality
Air Quality Monitoring
contaminated soil and propose reuse opportunities Monitoring Using Diffusion
for contaminated soil. The project was conducted Tubes
by a Sultan Qaboos University research team in
co-ordination with MECA.
4-Tier
No sign of hydrocarbons was detected and so no there Approach
is no requirement to treat contaminated soil stockpiles
at other clusters. However, reuse opportunities for the
contaminated soil stockpile have been suggested which
are now awaiting endorsement by MECA and which
Emission Deployment
could dramatically reduce the cost of managing such Quantification of E-nose*
waste in PDO. of Loading Network
Tankers
Soil and Groundwater Risk Assessment

PDO has initiated an extensive soil and groundwater

risk assessment programme, with the overall objective The results showed that all parameters are well within
of developing and implementing a groundwater national standards. Furthermore, the air quality will be
monitoring regime. The assessment started with the continuously tracked to produce more representative

65
 data and to capture both seasonal changes and local Environmental Excellence
terrestrial sources.
PDO has become one of the first companies in
Tree Planting Oman to successfully attain the prestigious new
ISO 14001:2015 certification for its Environmental
Management System (EMS). The award underlines the
Company’s commitment to environmental excellence
in its operations, and endorses our efforts in the
efficient use of resources, prevention of pollution and
adherence to compliance obligations.

To attain the certification, PDO underwent an extensive

ISO 14001:2015 appraisal process conducted by
independent experts. The audit covered the Mina Al
Fahal, Lekhwair and Nimr site facilities and included an
assessment of all elements of the EMS, in accordance
to the new standard requirements of the certification.
The audit also included interviews with numerous staff
at different levels across the Company.  As a result,
the auditors recommended PDO to be certified to
ISO 14001:2015 standard and its certification to the
ISO14001: 2015 EMS standard remains intact.

PDO first achieved the ISO 14001 EMS standard in

1999 and was one of the few oil and gas companies
to be certified at that time. However, maintaining the
certificates entails undergoing independent assessment
Hundreds of trees are being planted at Lekhwair in of the EMS on an annual basis.
a concerted effort to “green” the site. The initiative
The certification covers the scope of “Exploration
encourages staff and contractors to bring back a tree
for Development, Production, Treatment, Storage and
or plant from their rest or leave days, or contribute one
Transport of Oil and Gas in the PDO Concession
Rial to fund the building of a greenhouse. Areas.” The current ISO 14001:2015 certificate was
issued to PDO by American evaluation specialists ABS
More than 400 saplings, including 300 from MECA, Quality Evaluations (ABQE) after a comprehensive
have been planted, including palm, date and mango. assessment.

PDO and MECA Collaboration The ISO 14001 sets out the criteria for an EMS. It
aims to improve resource efficiency, reduce waste,
and drive down costs. ISO 14001 provides assurance
PDO and MECA signed a Memorandum of
to company management and employees as well as
Understanding which commits both parties to work
external stakeholders that environmental impact is
jointly on several projects with a focus on Lean business being monitored and continually improved.
efficiency.
Some of the benefits for adopting ISO 14001:2015
As part of this collaboration, PDO delivered three include:
Lean awareness sessions and a Lean managers’ • Continual improvement of the EMS
training event which was attended by His Excellency • Provision of a framework for identifying, monitoring
Mohammed Salim Al Tobi, the Minister, and MECA and complying with various environmental
compliance obligations
directors. In addition, a total of five Lean projects were
• Reduced cost (e.g. waste management, discharges
implemented jointly and the plan is to train two MECA
and releases)
staff to be Lean coaches in 2018. • Independent assessment
• Savings in consumption of energy and materials,
MECA has also issued integrated environmental and introducing a life cycle perspective
permits for PDO which resulted in the total number • Improved corporate image among regulators,
of environmental permits being cut from 260 to nine. customers and the public and interested parties.

66
Leak Detection And Repair (LDAR) Pilot Survey Environmental Letter of Assurance

Through the process of producing, processing and The environmental Letter of Assurance (LoA) was
transportation of oil and gas to end users, vapours introduced to give assurance on our environmental
from pressurised equipment due to leaks and other performance and compliance requirements, and to
unintended releases of gases may occur. This is referred identify any gaps in the environmental management
to as a fugitive emission. The release of fugitive system that requires management support. It
emissions leads to the loss of valuable resources and was developed based on international standard
environmental and health damage and may lead to requirements and best practices (i.e. ISO 14001).
process safety incidents.To manage this challenge, PDO
piloted a leak detection and repair (LDAR) survey at The self-assessment process is a key continuous
two of its major gas facilities: the Government Gas improvement driver and will resolve challenges
Plant at Saih Rawl and Kauther. This was carried out such as lack of standardisation and assist in clarifying
using a forward-looking infrared (FLIR) camera which environmental key performance indicators.
is able to detect leaks which are invisible to the naked
eye. When a leak is detected, gas testing equipment is The environmental LoA identifies areas that require
used to measure a lower explosive limit at 10 cm from improvement and opportunities for enhancing the
the source of the leak in order to categorise leaks in management and control of process environmental
terms of their severity. As a result, maintenance teams risks. It also provides an overview of PDO environmental
will be able to prepare a repair schedule and prioritise performance and assesses the level of compliance
the repairs accordingly.  against a set of core criteria which define the key
elements of our HSE management system.
It is estimated that deployment of the LDAR
programme at the Government Gas Plant has saved The LoA elements will be reviewed quarterly by HSE
16 tonnes a year of volatile organic compound. It also teams and will be further checked by management
conserves some of the gas and reduces the likelihood annually. New elements will be assessed and included
of process incidents as well as damage to health and every year and this will allow a steady process of
environment. continuous improvement.

Crop trials at Nimr Photo by Bauer Nimr

67
 Environmental Data-PDO
2011 2012 2013 2014 2015 2016* 2017
Greenhouse Gas Emissions (GHGs)
Direct total GHGs (million tonnes CO2
6.9 7.7 8.4 8.8 8.6 9.7 10.6
equivalent)
Greenhouse gas intensity ratio (tonne of
0.22 0.23 0.25 0.26 0.25 0.14 0.16
CO2 equivalent /tonne of HC)
Flaring
Flaring (upstream) (million tonnes flared) 0.54 0.80 0.84 0.84 0.72 0.88 0.95
Flaring intensity (tonne/1,000 tonnes of HC) 15.60 22.50 25.10 25.10 20.85 12.86 14.62
Energy Intensity
Upstream (gigajoules per tonne production) 2.14 1.99 2.22 2.47 2.27 1.46 1.77
Acid Gases and VOCs Emissions per Unit of HC Production
Sulphur oxides (SOx) (tonnes per thousand
1.13 2.70 2.97 3.07 2.39 1.03 1.58
tonnes)
Nitrogen oxides (NOx) (tonnes per
0.63 0.63 0.63 0.64 0.60 0.31 0.34
thousand tonnes)
Volatile organic compounds (VOCs) (tonnes
1.32 0.39 0.42 0.42 0.40 0.21 0.22
per thousand tonnes)
Spills and Discharges
# of oil spills > 1 barrel (0.16m3) per million
.. .. 2.22 6.04 2.53 1.97 1.57
tonnes of production [No/Mt production]
Quantity of oil spilled > 1 barrel (0.16m3)
per million tonnes of production [t/Mt .. .. 6.11 15.82 9.54 32.00 3.46
production]
Oil in effluents to surface environment (OIW
0.014 0.003 0.017 0.007 0.009 0.010 0.008
to sea) thousand tonnes
Water
Water consumed from desalination units
4.90 5.10 5.30 6.55 7.37 6.88 7.03
(million cubic metres)
Produced water 1,000 m3/day 660.60 619.80 665.30 714.99 769.62 803.97 855.52
Produced water used for injection activities
149.40 313.28 301.62 323.21 359.06 412.84 449.50
1,000 m3/day
Produced water used for disposal activities
563.42 306.47 307.69 348.96 334.33 348.81 336.96
1,000 m3/day
Waste Generation
Hazardous (thousand tonnes) 153.9 142.4 184.7 230.4 209.7 225.9 222.00
Non-hazardous (thousand tonnes) 53.0 29.0 25.0 27.5 34.6 41.5 62.15
Total waste (thousand tonnes) 206.9 171.4 209.7 257.9 244.3 267.4 284.15
*From 2016, data includes gas assets’ performance, while earlier years only presented the data from oil assets.

68
Safety Data-PDO
2011 2012 2013 2014 2015 2016* 2017
Fatalities
Total number 0 2 2 4 2 3 1
Employees 0 0 0 0 0 0 0
Contractors 0 2 2 4 2 3 1
Fatal accident rate (fatalities per 100
million working hours, both employees and 0 1.25 1.17 2.17 1.08 1.56 0.44
contractors)
Injuries
Total Recordable Case Frequency (TRCF)
(All injuries per million working hours, both 1.20 1.17 0.98 0.97 0.98 0.98 0.72
employees and contractors)
Lost Time Injury Frequency (LTIF)
(LTIs  per million working hours, 0.36 0.29 0.26 0.32 0.28 0.22 0.20
both employees and contractors)
Motor vehicle incidents (MVI)
Serious MVI frequency
(LTI, MTC, RWC and roll over MVI incidents 0.19 0.16 0.15 0.16 0.11 0.12 0.07
per million km driven)
Process Safety
Tier-1 incidents 14 11 13 22 11 8 13
Exposure
Million manhours worked 151 160 170.5 184.0 184.9 196.3 224.9
Million kilometres driven 242 252 251.1 262.2 278.2 300.5 314.1
Illnesses
Total Recordable Occupational Illness
Frequency (TROIF)
1.28 1.7 0.17 0.07 0.13 0.13 0.06
(Illnesses per million working hours,
employees only)
*From 2016, data includes Gas asset performance. (Earlier years only present the data from Oil assets)

69
 Global
Reporting
Initiative G4
Content
Index

The report is ‘In Accordance’ with the GRI G4 Guidelines – Core Option.
General
Standard Definition UNGC Principle Page External Assurance
Disclosures
Strategy and Analysis
4, 14 -
G4-1 Statement from the CEO or
Statement of
Chairman
continuing support
G4-2 Key impacts, risk and opportunities
22, 23 -
Organisational Profile
No specific COP
G4-3 Organisation’s name 7 Ministry of Oil and Gas
requirement
Primary brands, products and
G4-4 “ 7 Ministry of Oil and Gas
services
G4-5 Location of the organisation’s HQ “ About This Report Ministry of Oil and Gas
G4-6 Countries of major operation “ 7 Ministry of Oil and Gas
Ministry of Oil and
G4-7 Nature of ownership and legal form “ 7 Gas, Ministry of
Finance

Ministry of Oil and

G4-8 Markets served “ 29 Gas, Ministry of
Finance

Ministry of Finance,
G4-9 Scale of organisation “ 7
Ministry of Oil and Gas
G4-10 Total number of employees “ 8 Ministry of Manpower
Percentage of total employees
G4-11 covered by collective bargaining “ 53 Ministry of Manpower
agreements

70
General
Standard Definition UNGC Principle Page External Assurance
Disclosures
G4-12 Organisation’s supply chain “ -
Significant changes during the
G4-13 “ 4, 14-16 -
reporting period
Ministry of
Implementation of the
G4-14 Principle 7 55, 57, 61 Environment and
precautionary approach
Climate Affairs
Endorsement of external economic,
About This Report, 13,
G4-15 environmental and social charters Principles 1-10 ISO 14001:2004
62
and initiatives

Memberships in national/ No specific COP

G4-16 13 -
international associations requirement

Identified Material Aspects And Boundaries

Entries included in the organisation’s State Audit Institution,
G4-17 - 7
consolidated financial statements Ministry of Finance
Process for defining the report No specific COP
G4-18 19, 22-23, 79 -
content and the aspect boundaries requirement

Material aspects identified in the

G4-19 “ 22-23 -
process for defining report content

Aspect boundary within the

G4-20 “ 23 -
organisation
Aspect boundary within the
G4-21 “ 23 -
organisation
Effect and reasons of any
G4-22 restatements of information “ 10-11 -
provided in previous reports
Significant changes from previous
There are no specific
G4-23 reporting periods in the scope and “ -
changes
aspect boundaries
Stakeholder Engagement
G4-24 Organisation’s stakeholder groups “ 19, 22 -
Identification and selection of
G4-25 “ 19, 22 -
stakeholders
Approach to stakeholder
G4-26 engagement, and organisational 19, 22 -
response
Key topics/concerns raised through
G4-27 stakeholder engagement, and 22 -
organisational response
Report Profile
G4-28 Reporting period Sphere of influence About This Report -
Date of most recent previous
G4-29 “ About This Report -
report
G4-30 Reporting cycle “ About This Report -
Contact point for questions
G4-31 “ About This Report -
regarding the report

71
 General
Standard Definition UNGC Principle Page External Assurance
Disclosures
Chosen “in accordance” option
including reference to the GRI
G4-32 “ About This Report, 70 -
content index and the external
assurance report
Organisation’s policy and practice
G4-33 with regard to seeking external “ About This Report -
assurance
Governance
G4-34 Organisation’s governance structure Principle 10 8 -
Ethics and Integrity
Organisation’s codes of conduct
G4-56 Principle 10 8-11 -
and codes of ethics

Specific
UNGC External
Standard DMA and Indicators Page
Principle Assurance
Disclosures
Disclosures on Management Approach
Generic Disclosures on
G4-DMA Principle 7 7-13, 19-23 ISO 14001:2004
Management Approach
Indicators by Aspects
CATEGORY: ECONOMIC
Economic Performance
Direct economic value No specific COP
G4-EC1 43-49 Ministry of Finance
generated and distributed requirement
Financial implications and other
risks and opportunities for the
G4-EC2 Principle 7 61-65 Ministry of Finance
organisation’s activities due to
climate change
Coverage of the organisation’s No specific COP
G4-EC3 53 Ministry of Finance
defined benefit plan obligations requirement
Financial assistance received No specific COP
G4-EC4 12 Ministry of Finance
from the government requirement
Market Presence
Proportion of senior
management hired from No specific COP Ministry of
G4-EC6 8, 51
local community at significant requirement Manpower
locations of operation
Indirect Economic Impacts
Development of impact of
No specific COP Ministry of Social
G4-EC7 infrastructure investments and 17, 20, 44, 56
requirement Development
services supported
Significant indirect economic No specific COP Ministry of Social
G4-EC8 55-56
impacts requirement Development
Procurement Practices
Ministry of Oil and
Proportion of spending on local No specific COP Gas, Ministry of
G4-EC9 43-49
suppliers requirement Manpower, Ministry
of Finance

72
Specific
UNGC External
Standard DMA and Indicators Page
Principle Assurance
Disclosures
CATEGORY: ENVIRONMENTAL
Ministry of
Materials used by weight or
G4-EN1 Principles 7,8,9 62-63, 68 Environment and
volume
Climate Affairs
Energy
Energy consumption within the
G4-EN3 Principles 8,9 62, 68 -
organisation
G4-EN5 Energy intensity Principles 8,9 62, 68 -
Ministry of
Reduction of energy
G4-EN6 Principles 8,9 16, 39, 62, 63 Environment and
consumption
Climate Affairs
Water
Ministry of
Total water withdrawal by
G4-EN8 Principles 8, 9 63, 68 Environment and
source
Climate Affairs
Water sources significantly
G4-EN9 Principles 7, 8,9 63, 68 -
affected by withdrawal of water
Percentage and total volume of
G4-EN10 Principles 7, 8, 9
water recycled and reused
Biodiversity
Ministry of
G4-EN13 Habitats protected or restored Principles 7, 8, 9 20, 63, 82 Environment and
Climate Affairs
Emissions
Ministry of
Direct greenhouse gas (GHG)
G4-EN15 Principles 7, 8, 9 61, 68 Environment and
emissions (Scope 1)
Climate Affairs
Energy indirect GHG emissions
G4-EN16 Principles 7, 8, 9 61, 68 -
(Scope 2)
Other indirect GHG emissions
G4-EN17 Principles 7, 8, 9 61, 68 -
(Scope 3)
G4-EN18 GHG emissions intensity Principles 7, 8, 9 61, 68 -
G4-EN19 Reduction of GHG emissions Principles 7, 8, 9 61, 68 -
Emissions of ozone-depleting
G4-EN20 Principles 7, 8, 9 68 -
substances (ODS)
NOx, SOx and other significant
G4-EN21 Principles 7, 8, 9 68 -
area emissions
Effluents and waste
Total water discharge by quality
G4-EN22 Principles 7, 8, 9 68 -
and destination
Total number and volume of
G4-EN24 Principles 7, 8, 9 61, 68 -
significant spills
Products and Services
Percentage of products sold and
No specific COP
G4-EN28 their packaging materials that Not applicable -
requirement
are reclaimed by category
Compliance

73
 General
Standard Definition UNGC Principle Page External Assurance
Disclosures
Monetary value of significant
fines and total number of non-
G4-EN29 monetary sanctions for non- Principles 7, 8, 9 Not applicable -
compliance with environmental
laws and regulations
Transport
Significant environmental
Not available. Will
impacts of transporting products
endeavour to source
and other goods and materials
G4-EN30 Principles 7, 8, 9 this information within -
for the organisation’s operations,
the next reporting
and transporting members of
cycle
the workforce
Overall
Commercially
Total environmental protection
confidential due to
G4-EN31 expenditures and investments Principles 7, 8, 9 -
contracts with third
by type
parties
Supplier Environmental Assessment
Percentage of new suppliers
G4-EN32 that were screened using Principles 7, 8, 9 49 -
environmental criteria
Environmental Grievance Mechanism
Number of grievances about
Ministry of
environmental impacts,
G4-EN34 Principles 7, 8, 9 20 Environment and
addressed and resolved through
Climate Affairs
formal grievance mechanisms
CATEGORY: SOCIAL
LABOUR PRACTICES AND DECENT WORK
Total number of and rates
of new employee hires and No specific COP Ministry of
G4-LA1 51
employee turnover by age requirement Manpower
group, gender and region
Benefits provided to full-
Ministry of
time employees that are not
Manpower, Ministry
G4-LA2 provided to temporary or part- ” 53
of Finance, Ministry
time employees, by significant
of Oil and Gas
locations of operation
Return to work and retention
G4-LA3 rates after parental leave, by “ 53 -
gender
Labour/Management Relations
Minimum notice periods
regarding operational changes,
Ministry of
G4-LA4 including whether these “ 53
Manpower
are specified in collective
agreements
Occupational Health and Safety
Type of injury and rates of
injury, occupational diseases,
G4-LA6 lost days, and absenteeism, and “ 15, 69 -
total number of work-related
fatalities

74
Specific
UNGC External
Standard DMA and Indicators Page
Principle Assurance
Disclosures
HSE topics covered in formal
G4-LA7 “ 51 -
agreements with trade unions
Average hours of training per
Training and
year per employee by gender, “ 52 -
Education
and by employee category
Programmes for skills
management and lifelong
learning that support the
G4-LA10 “ 52 -
continued employability of
employees and assist them in
managing career endings
Percentage of employees
receiving regular performance
G4-LA11 and career development “ 52 -
reviews, by gender and
employee category
Diversity and Equal Opportunity
Composition of governance
bodies and breakdown of
employees per employee
No specific COP
G4-LA12 category according to gender, 5, 51 -
requirement
age group, minority group
membership and other diversity
indicators
Equal Remuneration for Women and Men
Ratio of basic salary and
G4-LA13 remuneration of women to men Principle 6 53 -
by employee category
Supplier Assessment for Labour Practices
Percentage of new suppliers
G4-LA14 that were screened using labour Principles 3,4,5,6 49 -
practices criteria
Labour Practices Grievance Mechanisms
Number of grievances about
labour practices filed, addressed,
G4-LA16 3,4,5,6 None reported -
and resolved through formal
grievance mechanisms
HUMAN RIGHTS
Total hours of employee training There has been
on human rights policies and no specific training
procedures concerning aspects activity in this area,
No specific COP
G4-HR2 of human rights that are although mandatory -
requirement
relevant to operations, including diversity and inclusion
percentage of employees training is starting for
trained all staff in 2018
Non-Discrimination
Total number of incidents of
G4-HR3 discrimination and corrective Principle 6 52 -
actions taken

75
 General
Standard Definition UNGC Principle Page External Assurance
Disclosures
Freedom of Association and Collective Bargaining
Operations and suppliers
identified in which the right to
exercise freedom of association
G4-HR4 and collective bargaining may Principles 3,4,5,6 58 -
be violated or at significant risk,
and measures taken to support
these rights
Child Labour
Operations and suppliers
identified as having significant
Royal Oman
risk for incidents of child
G4-HR5 Principles 3,4,5,6 59 Police, Ministry of
labour, and measures taken
Manpower
to contribute to the effective
abolition of child labour
Forced or Compulsory Labour
Operations and suppliers
identified as having significant
risk for incidents of forced Royal Oman
G4-HR6 or compulsory labour, and Principles 3,4,5,6 59 Police, Ministry of
measures to contribute to the Manpower
elimination of all forms of forced
or compulsory labour
Security Practices
Percentage of security personnel Not available will
trained in the organisation’s endeavour to include
G4-HR7 human rights policies or Principles 3,4, 5,6 in future reporting -
procedures that are relevant to cycles as Project Prism
operations (p. 58) progresses
Indigenous Rights
Total number of incidents of
Not applicable.
violations involving rights of
G4-HR8 Principles 1-2 There were no such Royal Oman Police
indigenous peoples and actions
incidents
taken
Assessment
Total number and percentage
of operations that have been
G4-HR9 Principles 1-2 58 -
subject to human rights reviews
or impact assessments
Supplier Human Rights Assessment
Not available. Will
Percentage of new suppliers endeavour to include
G4-HR10 that were screened using human Principles 1,2 in future reporting -
rights criteria cycles as Project Prism
(p. 58) progresses
Human Rights Grievance Mechanisms
Number of grievances filed, Not applicable.
G4-HR12 addressed and resolved through Principles 1,2 There were no such -
formal grievance mechanisms instances

76
Specific
UNGC External
Standard DMA and Indicators Page
Principle Assurance
Disclosures
SOCIETY
Local Communities
Percentage of operations
implemented with local
G4-SO1 community engagement, impact Principle 1 20 -
assessments and development
programmes
Operations with significant Not applicable.
G4-SO2 actual and potential negative Principle 1 There were no such
impacts on local communities instances
Anti-Corruption
Total number and percentage
of operations assessed for
G4-SO3 Principle 10 10,11 -
risks related to corruption and
significant risks identified
Communication and training
G4-SO4 on anti-corruption policies and Principle 10 10 -
procedures
Confirmed incidents of State Audit
G4-SO5 Principle 10 10
corruption and actions taken Institution
Public Policy
Total value of political Not applicable.
No specific COP
G4-SO6 contributions by country and PDO does not make -
requirement
recipient/beneficiary political donations
Anti-Competitive Behaviour
Not applicable.
Total number of legal actions for
PDO is not engaged
anti-competitive behaviour, anti-
G4-SO7 Principle 10 in anti-competitive -
trust, and monopoly practices
behaviour, anti-trust or
and their outcomes
monopoly practices
Compliance
Monetary value of significant
fines and total number of Not applicable.
State Audit
G4-SO8 non-monetary sanctions for Principle 10 There were no such
Institution
non-compliance with laws and instances
regulations
Supplier Assessment for Impacts on Society
Percentage of new suppliers that
No specific COP All PDO suppliers are
G4-SO9 were screened using criteria for -
requirement screened for HSE
impacts on society
Grievance Mechanisms for Impacts on Society
Number of grievances about
Not applicable.
impacts on society filed, address
G4-SO11 Principles 1-10 There were no such -
and resolved through formal
instances
grievance mechanisms
PRODUCT RESPONSIBILITY
Customer Health and Safety
Type of product and service
Not available. Will
information required by the
No specific COP endeavour to have PDO is subject to
G4-PR3 organisation’s procedures for
requirement this information by Omani law
product and service information
next reporting cycle
and labelling

77
 General
Standard Definition UNGC Principle Page External Assurance
Disclosures
Marketing Communications
Not applicable. PDO
Sale of banned or disputed No specific COP PDO is subject to
G4-PR6 does not sell banned
products requirement Omani law
or disputed products
Not applicable. There
were no such incidents
Total number of incidents of
of non-compliance
non-compliance with regulations
G4-PR7 “ with regulations and -
and voluntary codes concerning
voluntary codes
marketing communications
concerning marketing
communications
Customer Privacy
Not applicable. There
Total number of substantiated were no substantiated
complaints regarding breaches complaints regarding PDO is subject to
G4-PR8 “
of customer privacy and losses breaches of customer Omani law
of customer data privacy and losses of
customer data
Compliance
Monetary value of significant
fines for non-compliance with Not applicable.
PDO is subject to
G4-PR9 laws and regulations concerning “ There were no such
Omani law
the provision and use of instances
products and services
CATEGORY: ECONOMIC
Reserves
Volume and type of estimated Ministry of Oil and
OG1 Principles 7, 8, 9 14, 25, 29
proved reserves and production Gas
Energy
Total amount of renewable
OG3 Principles 7, 8, 9 62 -
energy generated by source
Ecosystem Services Including Biodiversity
All significant
PDO fully co-
Number and percentage of operating sites have
operates with
significant operating sites in been subjected
OG4 Principles 7, 8, 9 the Ministry of
which biodiversity risk has been to rigorous
Environment and
assessed and monitored environmental impact
Climate Affairs
assessments
Effluents and Waste
Volume and disposal of
OG5 Principles 7, 8, 9 63, 68 ISO 14001: 2004
formation or produced water
Volume of flared and vented
OG6 Principles 7, 8, 9 62, 68 ISO 14001: 2004
hydrocarbon
Amount of drilling waste (drill
OG7 mud and cuttings) and strategies Principles 7,8,9 64, 68 ISO 14001: 2004
for treatment and disposal
Indigenous Rights
Operations where indigenous
communities are present or
OG9 affected by activities and where Principle 1 20 Royal Oman Police
specific engagement strategies
are in place

78
 Specific
UNGC External
Standard DMA and Indicators Page
Principle Assurance
Disclosures
Local Communities
Number and description of
Not applicable.
significant disputes with local
OG10 Principle 1 There were no such -
communities and indigenous
instances
peoples
Involuntary Resettlement
Operations where involuntary
resettlement took place,
Not applicable.
the number of households
OG12 Principle 7 There were no such -
resettled in each and how their
instances
livelihoods were affected in the
process
Asset Integrity and Process Safety
Ministry of
Number of process safety
OG13 Principle 7 33, 68 Environment and
events, by business activity
Climate Affairs
PRODUCT RESPONSIBILITY
Fossil Fuel Substitutes
Not applicable. PDO
Volume of biofuels produced does not produce
OG14 and purchased meeting Principle 7 biofuels for use in its ISO 14001-2004
sustainability criteria operations or for third
parties

HSE impact
Infrastructure development Economic performance
Very High

Sustainable business model

Operational performance
Corporate governance
Community commitment
Customer satisfaction
Level of concern to stakeholders

Business ethics
In-Country Value
Supply chain Employee satisfaction
Supply chain management
High

Media Diversity and Inclusion

R and D
Medium
Low

Low Medium High Very High

Current potential impact on our business
Visual representation of prioritisation of aspects (G4-18)

79
 Awards And
Certifications
In 2017

80
Award Organiser Award Category Award Title

Shell Upstream International BLADE Initiative in WRFM

Operational Excellence
Impact Awards Optimisation

Shell Upstream International

Effective People National Objectives 6G Welding
Impact Awards

Shell Upstream International Alkali Surfactant Polymer Pilot

Production Excellence
Impact Awards Implementation

Trade Finance Awards 2017 Deals of the Year PDO Pre-Export Facility

Outstanding Contributions to
Contributions to Management
CFI 2017 Awards Programme Management Excellence in the Middle
Excellence
East

Corporate Leadership
(Intisaar Al Kindy)
Al Mar’a Magazine Al Mar’a Excellence Awards
Technical Award Winner
(Ruqaiya Al Hinai)

5-Star Award Best Mixed Use

2017 Arabian Property International Property Awards,
Development Oman (Ras Al Hamra
Awards Arabia-Africa 2017-18
Development Project)

Ministry of Environment and

Greenest Project of the Year Ras Al Hamra Development Project
Climate Affairs

3rd Gulf Co-operation

GCC National Oil Company PDO Corporate Communications
Council Petroleum Media
Corporate Knowledge Index 2016 Department
Forum

3rd Gulf Co-operation

GCC Corporate Communications
Council Petroleum Media Abdul-Amir Abdul-Hussein Al Ajmi
Media Relations Executive Award
Forum

81
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