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EHSQ Awareness 2006 Competency Training

TRAINING PURPOSE AND OBJECTIVES. Purpose Refresh on RGEE and provide an understanding of how RGEE impacts the normal work activities of the session attendees Objectives To improve the awareness of: What RGEE is and why it is important Relationships between Management Systems

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EHSQ Awareness 2006 Competency Training

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    1. WELCOME TO THE 2006 EHSQ/RGEE AWARENESS SESSIONWELCOME TO THE 2006 EHSQ/RGEE AWARENESS SESSION

    2. TRAINING PURPOSE AND OBJECTIVES

    3. TOPICS Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives. Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives.

    4. WHAT IS RGEE ? Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives. Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives.

    5. WHAT IS RGEE? Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives. Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives.

    7. Why is RGEE Important to RasGas? Reduces Accidents & Incidents Improve Reliability Reduces Potential Liability Lowers Costs Improves Reputation With Customers With Regulators With Potential JV Partners/Contractors Linked to and a leading Indicator of Business Performance

    8. RGEE STRUCTURE OVERVIEW Corporate Framework of 11 Elements w/ 27 Systems 60 Expectations and 254 Guidelines Locally Developed Management Systems

    9. HAVING LOOKED AT THE POLICIES, WE NOW ARE LOOKING AT THE MANAGEMENT SYSTEM i.e. RGEE. AS YOU SEE THE RGEE ELEMENTS ARE ARRANGED ON THE BASIS OF THE DRIVER PROVIDING DIRECTIONS OF THE OPERATIONS AND THE OPERATIONS IN TURN BEING EVALUATED FOR IMPROVEMENT OPPORTUNITIES.HAVING LOOKED AT THE POLICIES, WE NOW ARE LOOKING AT THE MANAGEMENT SYSTEM i.e. RGEE. AS YOU SEE THE RGEE ELEMENTS ARE ARRANGED ON THE BASIS OF THE DRIVER PROVIDING DIRECTIONS OF THE OPERATIONS AND THE OPERATIONS IN TURN BEING EVALUATED FOR IMPROVEMENT OPPORTUNITIES.

    10. EXAMPLE OF RGEE ARRANGEMENT

    11. MANAGEMENT SYSTEM DEFINITION Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives. Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives.

    12. PURPOSE OF MANAGEMENT SYSTEMS

    13. RASGAS IMPLEMENTATION Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives. Shifting gears back to some OIMS background information, when OIMS was rolled out to the heritage Mobil organization there were some key messages that senior management wanted communicated with regard to OIMS. The first message was that “A business without effective management of Safety, Health and the Environment cannot succeed”. Similar to Corporate ethics, if not properly managed it can severely impact a company. The second was that “Execution is a line management responsibility”. Everyone has a role to play and we’ll discuss that from a project perspective more in a few slides, but implementation at the work-site is the responsibility of the line management. Next was that “OIMS is ExxonMobil’s way of ensuring high standards in conducting our activities and wherever you work or travel you will be involved”. I would add that it not only sets a high standard but it requires continuous improvement of that standard. I emphasize travel as it gives me some comfort to know that OIMS is in place in the remote areas we travel to. Also, “Key contractors are expected to have comparable systems”. OIMS is not proprietary and can be, and should be shared with key contractors. Many large contractors have their own SH&E management systems and while we don’t expect them to replace those systems with OIMS we do expect them to assess their systems against the OIMS requirements and make sure all aspects are covered. And the last message was that “Measurement and verification are fundamental to successful implementation and ongoing effectiveness”. What gets measured gets managed and that is true for the SH&E processes as well as any other work process. Consequently there is an expectation in OIMS that all the processes have some way to measure and verify that the process is being implemented and is achieving its objectives.

    14. RG EHS Policy (Summary Refresher) RasGas is committed to safe guarding people/property and conserving the environment, achievement of this goal is essential to Company’s long-term business success. Achievement by: Managing activities to prevent incidents, ensure emergency preparedness and communication of related “Lessons Learned” Efficient use of energy/natural resources and reduce waste/emissions Measuring progress and drive continuous improvement in EHS performance Ensuring contractors comply with EHS requirements and demonstrate active incident prevention /emergency preparedness programs Maintaining a comprehensive EHS management systems THIS IS THE RASGAS EHS POLICYTHIS IS THE RASGAS EHS POLICY

    15. AND THIS IS AN EXTRACT OF THE QUALITY POLICY AND THIS IS AN EXTRACT OF THE QUALITY POLICY

    18. Corporate Goals remain focused on: PEOPLE - Qatarization - Development & Motivation (ii) ENVIRONMENT, HEALTH & SAFETY - Improve EHS&Q - Compliance (iii) VOLUMES (Maximize) COST & OPTIMIZATION - Reduce Unit Cost - Eliminate Waste (v) EXPANSION (Execute)

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