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Our Sustainability Promise
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OMAN INDIAFERTILIZER COMPANYOUR SUSTAINABILITYPROMISE
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OUR PROMISE TO THE SULTANATE OF OMAN,ITS PEOPLE, AND THE ENVIRONMENT ON ADOPTING SUSTAINABILITYMANAGEMENT ANDENHANCING OURSOCIO-ECONOMIC AND ENVIRONMENTALPERFORMANCE.
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OMIFCO’s establishment was a strategic initiative between the Omani and Indian Governments, playing a critical role in strengthening Oman’s industrial sector. OMIFCO also places great importance in implementing the Omani Vision 2020 with regards to diversifying the Omani economy, developing a technical Omani workforce, and creating additional jobs and employment opportunities.
Our shareholders, Oman Oil Company (50%), Indian Farmers Fertilizer Cooperative Limited (25%) and Krishak Bharati Cooperative Limited (25%) have made the establishment of OMIFCO a reality; the Government of India and the Indian Farmers Fertilizer Cooperative Limited are also OMIFCO’s long-term customers, which ensures consistent demand of our Ammonia and Urea production.
Urea and Ammonia production factories are dependent on a highly technical and skilled workforce, making our employees OMIFCO’s greatest and most important asset.OMIFCO aspires to not only build a relationship between our business and the community, but also provide a great place to live for our employees. Our communities are critical to our operations.
Government
Customers
Employees
What
What
What
How
How
How
Stakeholder
Stakeholder
Stakeholder
The materiality of the stakeholder
The materiality of the stakeholder
The materiality of the stakeholder
Material Issues
Material Issues
Material Issues
• Omani Vision 2020 and its 4areas of focus:1. Sustainable Development2. Economic Diversification3. Human Resources Development4. Private Sector Development• Strong financial performance• Creation of jobs & employment opportunities• Omanization of the workforce
• Oman Oil Company’s (50%) 4 strategic objectives:1. Economic Diversification2. Facilitate foreign and private sector investment3. Generate revenue for the government4. Creating jobs and providing occupational training• Strong financial performance & shareholder returns• Efficient operations & customer satisfaction• Transparency & Accountability• Strong governance frameworks
• Strong salary and benefits• Proper training and education• Health and Safety• Investments into the community and Engagement• Employment opportunities• Transparency and accountability
OURSTAKEHOLDER
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OMIFCO aspires to not only build a relationship between our business and the community, but also provide a great place to live for our employees. Our communities are critical to our operations.
The improvement of our business often relies on strong partnerships and reliable suppliers.
Oman is globally recognized by the United Nations and other groups for its records in environmental conservation and pollution control. OMIFCO is committed to maintaining and enhancing Oman’s environmental performance.
The Community
Partners & Suppliers
The Environment
What
What
What
How
How
How
Stakeholder
Stakeholder
Stakeholder
The materiality of the stakeholder
The materiality of the stakeholder
The materiality of the stakeholder
Material Issues
Material Issues
Material Issues
• Investments into the community and Engagement• Employment opportunities• Transparency and accountability
• Transparent and fair policies and procedures• Timely payment
• Resource optimization • Protection of the environment
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OMIFCO
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Oman India Fertiliser Company SAOC (OMIFCO) has been established, as the result of an initiative by the Governments of Oman & India, in order to construct, own and operate a modern world scale two-train ammonia-urea fertiliser manufacturing plant at the Sur Industrial Estate in the Sultanate of Oman.
OMIFCO is owned 50% by Oman Oil Company SAOC (OOC), 25% by Indian Farmers Fertiliser Cooperative Limited (IFFCO) & 25% by Krishak Bharati Cooperative Limited (KRIBHCO). The plant has the capacity to produce 1,750 T/D of Anhydrous Ammonia from 2 Ammonia Plants and 2,530 T/D of granular urea from 2 Urea Plants.
OMIFCO considers the issue of reducing the environmental impacts resulting from its operations as its top priority along with the promotion of production to raise the national economy.
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CONTENTS
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Introduction
Our ‘Meethaq’
Board Of Directors
Our Promises
Our Commitment To Transparency And Accountability
Our Promise To Deliver Excellent Financial And Operational Results
Our Pursuit Towards The Development Of The Omani Economy
Our Obligation Towards The Investment In The Human Capital Of Oman
Our Aim To Lead The Adoption Of Environmental Sustainability
To Elevate The Quality Of Life In Local Communities
A Summary Of Our ‘Meethaq’ To Our Stakeholders
Contact Us
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OMIFCO
OUR ‘MEETHAQ’WITH OURSTAKEHOLDERS
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‘Meethaq’ is the Arabic word for a covenant, a promise made on the base of strong ties and
commitment. This document represents our ‘Meethaq’, a promise to our stakeholders; it
represents our commitment to sustainability and our promise to an even better future. The
following will summarize our promise and will outline our sustainability strategy, our sustainability
progress and our goals for the future.
We aspire to be recognized internationally for our high caliber performance and excellent
environmental standards. Achieving our aspirations will not be possible without a long term
sustainability strategy and strong engagement with our most material stakeholders. We
believe that in order to achieve sustainable development and growth we must involve our stake
holders and the community. Keeping this in mind we asked our stakeholders; what are the most
material matters to them? How do they see OMIFCO integrating into the social threads of our
communities? And on the answers that we received, we built our ‘Meethaq’.
Our company’s success cannot be separated from our stakeholders needs; achieving sustainable
development calls for integrated management of our social, environmental and economic
performance. Our sustainability promise is in line with our business priorities and the needs
of our stakeholders. The promise begins at our commitment to transparency, accountability
and sustainability principles. At the same time our focus is on operational performance, people
development, health & safety, corporate citizenship and environmental sustainability.
It gives me great pleasure to bring to you our sustainability strategy, objectives and some of the
initiatives that we have been embedding to our operations and daily practices. This report serves
as another step towards you our stakeholder and is another step towards an increased dialogue
between OMIFCO and you. We look forward to hearing from you.
Ahmed Bin Ali Al-AwfiChief Executive Officer
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THEBOARDOFDIRECTORS
Mr. US Awasthi Mr. BDS SinhaMr. Thir AL AmriMr. Ahmed Al Wahaibi
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Mr. Satish Chandra
Mr. Rakesh KapurMr. Hamed Al Athobi
Mr. Juma AL Hinai Mr. R. Karma
Ms. Nas-ha Al Falllahi
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OUR PROMISE TOTHE SULTANATEOF OMAN
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OMIFCOSUSTAINABILITYPROMISE
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TRANSPARENCYANDACCOUNTABILITY
EXCELLENTFINANCIAL AND OPERATIONAL PERFORMANCE
POSITIVE IMPACT ON OMMANI ECONOMY
HUMANCAPITALDEVELOPMENT
ENVIRONMENTALLY SUSTAINABLE OPERATIONS
ENHANCEMENT OF LOCALCOM MUNITY’S QUALITY OF LIFE
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02 05
03 06
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OUR COMMITMENT TO TRANSPARENCY AND ACCOUNTABILITY
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principles which are the essence of sustainable development. Sustainable development means that we meet our stakeholders’ needs without compromising the future generations’ ability to meet their needs. Therefore it is essential to be accountable to our future and progress towards our goals through transparency.
Through a strong governing structure we wish to hold ourselves accountable for our business, meanwhile ensuring there are no conflicts of interest at the highest level of management. We also safeguard that 100% our Directors on the Board have no material interest in the company. We believe in equal opportunity and cultivate diversity where possible. We are proud to state that 10% of our Board of Directors is female represented and this also reflects in the percentage of women at OMIFCO’s total workforce which sits at 6%.
The core of our ‘Meethaq’ lies in our commitment towards transparency and accountability
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100% of the boardof directors isindependent
10% Femalerepresentation on the board
55% Percentage of total KPIs in report showing improvement
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We have… By publishing this ‘Meethaq’, we are demonstrating our promise and commitment to sustainability by discussing the most relevant and material issues to our stakeholders. This document comes after we have developed our sustainable strategy, as well as a community investment and engagement strategy as part of our overall sustainability management initiative. The performance indicators presented in this report is our first attempt at capturing baseline data on the most important issues to our stakeholders.
We will…We intend to continue expanding and enhancing our data-collection of significant key performance indicators (KPIs), in order to monitor and manage our progress. These expanded set of indicators will be our base to publish a GRI-checked sustainability report (Global Reporting Initiative, a global standard in sustainability reporting) in 2013.
In addition, a sustainability leadership committee will be identified within the organization which will ensure the full implementation of the sustainability management system and the continuous monitoring of our sustainability progress.
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OUR PROMISE TO DELIVER EXCELLENT FINANCIAL AND OPERATIONAL RESULTS
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understand that increase in profits lead to greater opportunities for each of our stakeholders. The delivery of excellent financial and operational results is a prerequisite for us to meet our ‘meethaq’ for our stakeholders. Operational excellence leads to stable financial results which in turn allow increased spending on employee development, enhancement of operation’s environmental performance and adaptation of innovative practices, as well as increasing our investments into our local community.
Our aim is to achieve international recognition in the fertilizer and chemical industry with our customer satisfaction, efficient operational performance and positive financial results, areas which we understand are strongly interdependent on each other.
The pursuit of financial sustainability isnot an end in itself; we at OMIFCO
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25.56%increase inAmmonia sales from 2009 to 2011
31.7%increase in Urea sales from 2009 to 2011
63.57%increase in net profit from 2009 to 2011
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We have… We are happy to report that our customer satisfaction has been rated excellent for the past three years. Our biannual customer satisfaction survey focuses on six key areas, which include quality and quantity of products (i.e. Urea and Ammonia), delivery performance, documentation, communication difficulties, and response to complaints. Over this same period, OMIFCO has increased sales of both Ammonia and Urea, which has seen an increase of 25.56% and 31.7% respectively since 2009.
Publishing our financial and operational results not just shows our commitment towards transparency, but also forms the base of our sound financial management. The following KPIs showcase OMIFCO’s most significant operational performance results.
We will… We aim to continue reducing our operational costs, as achieved in 2011; even with a 20% increase in our workforce since 2010, we have managed to reduce our costs by 1.2%. We constantly seek out cost-reduction opportunities without compromising the efficiency or quality of our products. A ‘green office’ initiative is being planned to actively engage employees to help reduce OMIFCO’s water and energy consumption, as well as waste generation. The initiative also aims at enhancing our recycling program. An additional element to enhance our financial management is to create comprehensive strategies on our spending in areas such as community investments (see page 12) to simultaneously improve OMIFCO’s local procurement and supply chain and improve the learning and development of Omani’s in our local region. Such strategies and policies will aim to add the most value out of our financial investments.
TO DELIVER EXCELLENT FINANCIAL AND OPERATIONAL RESULTS
Efficiency & Reliability
Capacity Utilization (%) – Ammonia
Capacity Utilization (%) - Urea
Planned & Unplanned Disruptions - Urea Plants (Days)
Planned & Unplanned Disruptions - Ammonia Plants (Days)
Customer Satisfaction
Customer Satisfaction Rate (%)
KPI 2009
110.3%
22.8%
14.14
10.18
Excellent
113.2%
125.7%
11.06
9.11
Excellent
113.5%
124.6%
13.44
11.00
Excellent
2010 2011
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OUR PURSUIT TOWARDS THE DEVELOPMENT OF THE OMANI ECONOMY
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between the Omani and the Indian governments; it served a critical role in strengthening the Omani economy and sustaining the Indian agriculture sector. Through diversifying the economy and providing job opportunities to the national work force, OMIFCO plays a significant role in supporting the Omani government.
The inceptionof OMIFCOwas a strategic initiative
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17%total increase in workforce number between 2009 and 2011
60%of procurement spending goes toward local suppliers
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We have… To develop a strong and sustainable economy the creation of jobs is considered to be one of the most important issues. In 2011, when rising unemployment rates in Oman led to Sultan Qaboos bin Said’s public demand for the creation of 50,000 jobs, many efforts were made within OMIFCO to expand the company’s workforce by a total of 124 new positions and within a year OMIFCO’s total workforce grew by 20%.
What’s more is that OMIFCO has begun restructuring its community investment strategy in order to ensure investments are made in priority areas such as job creation, human capital development, academic scholarships and entrepreneurial funds to assist local ventures.
As a fertilizer company, we realize the importance to ensure our core product goes to local farmers to support Oman’s agricultural industry. In November of 2011, we created an integrated bagging plant to meet the local demand for fertilizer. In nearly two months, this enabled us to distribute nearly 1,300 metric tons of urea to the local Omani farmers.
As part of the sustainability management system, the following KPIs have been identified to track our progress and performance in contributing to the Omani economy.
To Develop the Omani Economy
Creating Jobs and Supporting Youth and Small-Medium Enterprises
No. of new jobs created each year (#)
No. of youth employed (18 to 29 years) (#)
No. of jobs created via supporting local SMEs (#)
Supporting Local Suppliers and Farmers
Procurement spending going towards local suppliers (%)
Total fertilizer production utilized in Oman (MT)
% of Total fertilizer production utilized in Oman (%)
KPI 2009
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37 (7.4%)
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--
NIL
NIL
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16 (3.3%)
7
68.94%
NIL
NIL
124
36 (6.2%)
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61%
1,292
0.06%
2010 2011
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We will… Two of the greatest priority areas for OMIFCOconsidering economic development are:a) Job creation, and b) Increasing local procurement and supply chains
Although we continue to look for avenues to increase the number of career opportunities within the company, we have bigger plans for providing more scalable solutions. In 2011, we pledged to work with the community to develop and support micro business and local entrepreneurial ventures. January 2012 saw the launch of an official fund and initiative under the name of “The Cell Project”. Currently the project is in its initial phase of awarding small businesses with financial and technical support all the while working towards the development of an overall entrepreneurial-culture within the community. The public launch of the “the cell project” was at the OMIFCO CSR Forum which took place in January 2012 in the presence of various community and government stakeholders. Our plan in 2012 is to select and financially support 25 micro-business and entrepreneurs and help them gain training and develop comprehensive business plans.
To enhance the local economy within the A’Sharqiyah South Governorate, we plan to update our procurement policy and guidelines in order to prioritize local procurement. Our plan is to work with local suppliers and vendors and enhance the local supply chains so that we are better equipped at competing with international vendors. To do so, we at OMIFCO will assess barriers to increase the local procurement and participate with local suppliers and entrepreneurs to create innovative solutions together.
OMIFCO has also set a goal of distributing 30,000 metric tons of urea to local farmers, on an annual basis. In order to meet these distribution requirements, OMIFCO is partnering with local marketing outlets and will be working with an experienced local agency.
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OUR OBLIGATION TOWARDS THE INVESTMENT IN THE HUMAN CAPITAL OF OMAN
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Our human capital is the most valuable resource for both OMIFCO and Oman. Our investment extends beyond providing a supportive, safe, and healthy workplace for our workforce; we aspire to support the development of Oman’s human capital in general.
The growing young population of Oman poses a unique economical challenge, while considering the Sultanate’s growing demand of job creation, the addressing of the skills-gap in our workforce and diversifying the country’s job markets. The young Omanis in particular ones who are seeking first time employment experience much higher rates of unemployment, primarily due to a clear skills-gap when compared to the market’s entry level demands. However this challenge presents Oman with a major opportunity and allows us to consider how to best utilize our nation’s untapped resources.
We believe that investing in the development of the human capital of Oman requires working with these unemployed youth and providing them with technological knowledge and necessary skills to excel in Oman’s current and future job-markets.
Our human capital is the most valuable resource for both OMIFCO and Oman
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64%Our Omaniza-tion rate in 2011 (compared to 57% in 2009)
1.4 Million OMRinvested towards developing and training Omanis in 2011
14Number of academic scholarships pro-vided to local Omani students since 2009
Between 2009 and 2011 OMIFCO averaged 9.27 millions OMR in annual wages and benefits
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We have… Our investment in Oman’s human capital development is in two broad ways. Firstly, at OMIFCO we take pride in the manner in which we take care of the 583 employees which make up our workforce. Their development has positive effects on the development of their children, families and the community as a whole. Sixty four percent of our workforce is Omani and 6 percent are women. 2011 saw OMIFCO spend OMR 8.9 million on employee wages and benefits, and we have a strong track-record in health and safety. OMIFCO is considered as a great place to work within the A’Sharqiyah South Governorate, and we look towards furthering this reputation. 2011 also saw us revamp our internal communications to increase employee engagement; we are working on a strategy to further involve our employees in OMIFCO’s internal and external affairs. All employees also undertake an annual performance management review.
Secondly, we continuously invest in Oman’s human capital development externally through training and opportunities provided to the general public. Since 2007, we have been providing educational scholarship to students who are pursuing studies in science, technical, engineering, mathematics or business disciplines. We have provided 14 scholarships for 13 bachelor’s degrees and 1 diploma since 2009. In 2011, our spending in vocational trainings for members of our local communities was OMR 270,142.
To Invest in the Human Capital of Oman
Our People
Employee Happiness and Retention
Total Workforce (people)
Total Workforce (people)
Omanization Rate (%)
Employee Satisfaction Rate (%)
Women in the Workforce (%)
Turnover Rate (%)
Developing Oman’s Human Capital
Total OMR spent on employee wages and benefits (Millions)
Total investments made towards developing and training Omanis (external trainings open to non-employees) (Millions)
Number of scholarships granted by OMIFCO
KPI
Health & Safety
2009
497
0.96
57%
4%
2%
8.551
0.610
--
485
0.69
61%
New Indicator
5%
1%
10.4212
0.909
3
583
0.80
64%
6%
2%
8.854
1.403
7
2010 2011
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We will… In the coming year, we at OMIFCO will be undertaking a number of initiatives to further enhance our engagement within our employees:• A baseline satisfaction survey will be conducted to better understand employee needs • A target of 67% Omanization has been set for the coming year• A standardization process within our Human Resource (HR) function will be undertaken. This will standardize grading systems, salaries and develop formal job descriptions tied to career development plans of our employees.• We are also looking towards hiring a recruitment officer, who will support our HR department develop a comprehensive induction strategy for new hires.• We will also be launching an employee volunteering program, a program which will encourage employees to participate in developing local human capital through volunteering their time to train and engage with the community in areas of their expertise.
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OUR AIM TO LEAD THE ADOPTION OF ENVIRONMENTAL SUSTAINABILITY
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OUR AIM TO LEAD THE ADOPTION OF ENVIRONMENTAL SUSTAINABILITY
have minimal impact on the environment constantly seeking ways to improve in this aspect. OMFICO also looks for opportunities to support the environmental education, awareness programs and community-based initiatives, which can help us in our effort in reducing Oman’s ecological footprint. Yale University’s 2010 Environmental Performance Index ranked Oman at 131st position out of 163 countries and we aspire to play our part in improving the country’s standings. We seek ways in which to enhance the community’s awareness on environmental sustainability to lead towards result-oriented actions. Our most important environmental issues are to do with
• Resource Efficiency: by reducing overall energy consumption, water consumption and materials consumption• Waste Reduction: by reducing waste generation and increasing recycling rates to reduce the amount of waste accumulating in our landfills.• Climate Change: by reducing carbon emissions which emit greenhouse gases, which are known to cause climate change, into the atmosphere.
We at OMIFCO invest heavily in ensuring our operations
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15%total reduction of energy consump-tion per employee in 2011
14%total reduc-tion of water consumption per employee in 2011
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We have… OMIFCO has conducted a green factory initiative to reduce water and energy consumption, GHG emissions, and waste production. Since early 2011, OMIFCO began re-selling excess carbon dioxide (CO2), a major greenhouse gas contributing to climate-change, to Global Gas Company, a company located in Sur Industrial Estate and produces dry ice (Solid CO2) using CO2 as the raw material. Approximately 50% of OMIFCO’s generated CO2 is recycled within our own operations, and part of the remaining 40% of excess CO2 is being re-sold, i.e. about 1500 to 1960 MT per month. OMIFCO has also installed a number of automated lighting fixtures in our offices, plant and along our streets.
There are no hazardous emissions created from our plant, due to a sophisticated water-cooling system which has been designed to separate our cooling water from the chemical processes. We also recycle water condensate, and sea-water used in the plant’s cooling process is monitored daily. All grey-water from our facilities (e.g. released from our kitchens and bathroom facilities) is treated and then used to feed and develop the beautiful green-space around the plant and office buildings. We are also in the practice of storing all hazardous waste until enough is collected to sell and recycle safely.
This micro-sustainability report is the company’s first publication to begin our journey of open transparency. Below you can find the Key Performance Indicators (KPIs) illustrating our environmental performance. Analysis of the KPIs show a decrease in water and energy consumed per employee in 2011.
To Develop the Omani Economy
Climate Change & GHG Emissions
Waste Management
Greenhouse Gas (GHG) Emissions (tones)
Hazardous Waste Generated (tones)
Energy Consumption
Water Consumption
Energy Consumption - Imported Power (kWh)
Water Consumption (Gallons)
Energy Consumption – Gas as feed & fuel (MMBTU)
Water Consumption per Employee (Gallons/p)
Energy Consumption per Employee (kWh/p)
KPI 2009
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17,809,000
406,957,648
51,193,606
818,828
35,833
New indicator
209
44,553,000
408,559,324
50,702,420
842,390
91,862
1,471,669
124
47,015,000
419,729,601
50,640,067
719,948
77,638
2010 2011
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We will… We have always been dedicated in reducing our negative environmental impact. We at OMIFCO plan to continue walking the talk in the coming year by:• Initiating an internal green office initiative that will help reduce unnecessary energy, water and material consumption in our offices. The program will teach our employees how to be more environmentally sustainable.• OMIFCO will officially dedicate a portion of its community investments to environmental issues and we look forward to receiving applications from the community to fund and support such initiatives in the community.
Our long term goal is to initiate a large-scale community change towards being more environmentally sustainable. We hope to be the driving force behind this initiative in our community by organizing various awareness programs and community and school-based initiatives that focus on key environmental issues.
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TO ELEVATE THE QUALITY OF LIFE IN LOCAL COMMUNITIES
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and we are aware that when it comes to their needs these communities know best. So, we at OMIFCO have not only made “elevating the quality of life in local communities” one of the four cornerstones of our community investment strategy, but it is also our aim to engage with the communities and understand their needs.
Through increased engagements and strategic investments, we hope to create a better socioeconomic environment in the A’Sharqiyah South Governorate.
We believe we have a responsibility to improve the quality
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300,000 OMRour average investment in the community by OMIFCO in the last three years
the total stakeholder engagements organized by OMIFCO in 2011
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We have… Since 2009, our investments into the community equaled 4 million OMR. Although this funding was dispersed far and wide, and we realized that to make a lasting positive change within the community, the funding should be focused. We at OMIFCO set out to address this need hence we developed the corporate community investment strategy in 2012. The strategy which was developed in early 2012 identified the critical issues most important to our country, communities and the company. The strategy also was created in line with the company’s strategic sustainability framework.
We identified four major ‘priority areas’ where our community investments will be directed, the aim was to create a transformational, measurable and sustained change. The four areas are listed below are pictured in our community investment framework:• Entrepreneurship & micro-business development• Education and human capital development• Environmental stewardship• Preserving our heritage and enhancing quality of life
As part of the development process for OMIFCO’s community investment strategy and to identify opportunities for improvement, we also assessed our current involvement, overall engagement and impact in local communities. To address some of the gaps identified, OMIFCO undertook the following initiatives:• Enhancing the application process for community members to apply for funding or support. • In January 2012, we launched our first CSR Forum engaging with approximately 300 stakeholders from the local community, regional government entities and organizations. We plan to make this an annual event.
Entrepreneurship &Micro-business Development
EnvironmentalStewardship
Education &Human Capital Development
Preserving Culture, Heritage and Enhancing the Quality of Life
Figure 1. OMIFCO’s Community Investment Framework
OMIFCO’s Priority Areas forCommunity Investment
OMIFCO is looking to invest in projects which will create jobs, provide training and resources to aspiring entrepreneurs, and develop local suppliers which can support OMIFCO’s business needs.
OMIFCO is looking to invest in projects which will directly improve Oman’s environmental performance by reducing waste, optimizing resource consumption such as water and energy, and protecting our biodversity.
OMIFCO is looking to invest in projects which will provide vocational training, connect community members with employment opportunities and support youth gain advanced education and job skills training.
OMIFCO is looking to invest in projects which will create jobs, provide training and resources to aspiring entrepreneurs, and develop local suppliers which can support OMIFCO’s business needs.
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03
02
04
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To Develop the Omani Economy
Total Community Investments (OMR)
Number of Community Investment Projects Funded
Number of local project launched by OMIFCO
Community Investments as a % of Net Profits (%)
% of Community Investment Projects Funded in the Sur Region (%)
Number of Community Stakeholder Engagements Held
KPI 2009
609,833
29
New indicator
1%
62%
New indicator
908,766
35
1.5%
43%
2,600,000
39
8
3%
72%
20
2010 2011
We will… In the future we will be setting up a community council which will be utilized to support funding decisions on local ‘quality of life’ projects. We are in the process of developing stakeholder engagement guidelines to support the enhancement of the company’s engagement with important stakeholders such as the community. Our commitment is to enhance dialogue with our communities. We at OMIFCO are also developing a “Fertilizer & Agricultural Education Programme” where we will actively donate fertilizers to Omani Farmers, and educate them on its proper use to increase local crop yields.
In 2011, 72% of funded projects were based in the local Sur region, and 39 projects were supported overall. Three percent of OMIFCO’s profits were invested into the community, with 72% of funded projects being based in the Sur Region.
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OMIFCO has committed to undertaking the following initiatives to enhance the company’s sustainability performance across economic, environmental and social areas.
A summary of our‘Meethaq’ to our stakeholders
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Our Commitments
To publish a sustainability report annually
Develop and conduct a baseline employee satisfaction survey
Officially launch “The Cell Project” geared towards supporting local micro businesses, and award 25 grants by year end
Develop and launch a formal community investment strategy aligned to OMIFCO’s sustainability strategy
To continue to find cost-reduction opportunities
To launch a ‘Green Office Initiative’ which will help OMIFCO reduce its water and energy consumption, minimize waste and increase recycling, and thus reduce operational costs
Establish a Sustainability LeadershipCommittee at OMIFCO
Launch the Human Resources Standardization Project, to standardize employee grading systems, salaries, develop formal job descriptions tied to career development plans for employees
Establish a sustainable and local procurement policy
To achieve a GRI-check on OMIFCO’s 2012Sustainability Report
Achieve 67% Omanization (3% increase)
Conduct an assessment to support OMIFCO enhance its local supply chains and local procurement
Develop and launch a ‘Fertilizer & Agricultural EducationProgramme’ to educate local farmers on the proper andefficient use of fertilizers
To launch a ‘Green Office Initiative’ to reduce costs(see commitment #16 below)
To officially contribute a portion of our investments in the community towards environmentally sustainable projects
Renovate OMIFCO’s website for improved communication
Hire a Recruitment Officer who will be responsible for creating a formal induction plan for all new hires
Launch an employee volunteering program
To Commit to Transparency & Accountability
To Invest in the Human Capital of Oman
To Develop the Omani Economy
To Elevate the Quality of Life in Our Communities
To Deliver Excellence Financial and Operational Results
To Lead the Adoption of Environmental Sustainability
Annually
In 2012
In 2012
In 2012
Annually
In 2012
In 2012
Start In 2012
In 2012
To be published inQ2 2013
In 2012
In 2012
In 2012
In 2012
Annually
In 2012
In 2012
In 2012
Timeline
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CONTACT US
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Are essential to us delivering on our promise. We encourage you to contact us, and talk to us. Whether you are interested in participating in some of our community programs, would like to hear more about our sustainability and community investment strategy, or have suggestions and recommendations for us, we would like to hear from you.
Call Us +968.2.553.2000Hours: 7:30 to 16:30 Saturday to Wednesday
Email [email protected]
Visit usCall us and set up and appointment
AddressA’Sharqiyah South Governorate Sur industrial Estates, Sultanate of Oman
Mail us a LetterP.O. Box 67 P.C. 411, Sur, Sultanate of Oman
You – our reader, customer, stakeholder, or community member
A’Sharqiyah South GovernorateSur industrial Estates, Sultanate of OmanT. +968.2.553.2000P.O. Box 67 P.C. 411, Sur, Sultanate of OmanE. [email protected]
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