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Annual Performance Report 2 0 1 2Qatar General Electricity & Water Corporation “KAHRAMAA”

Prepared by: Corporate Planning and Business Development Department in collaboration with KAHRAMAA Departments

Production: Public Relations & Communication Department

KAHRAMAA Publications2013©

“We endeavor to achieve the sustainability of electricity and water servicesat the lowest cost and highest quality for customers

by aligning strategies with QNV 2030 and QNDS 2011 – 2016”

Dr. Mohammed bin Saleh Al-Sada Minister of Energy & Industry

“We in KAHRAMAA are proud of our achievements during the last yearsand in 2012, we look confidently into the future, endeavor to

achieve the sustainable development for better living”

Eng. Essa bin Hilal Al-KuwariKAHRAMAA President

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12Table of Contents

1 Executive Summary ............................................................................................................................................................................. 10

2 KAHRAMAA Overview ............................................................................................................................................................................. 11

2.1 KAHRAMAA Core area of Business

.................................................................................................................................................... 11

2.2 Mission ............................................................................................................................................................................................. 11

2.3 Objectives ....................................................................................................................................................................................... 11

2.4 Corporate Culture and Values ......................................................................................................................................................... 12

3 Quick Facts ...................................................................................................................................................................................... 13

3.1 Electricity ......................................................................................................................................................................................... 13

3.2 Water ................................................................................................................................................................................................ 13

4 Strategic Projects .................................................................................................................................................................................. 14

4.1 Additional Capacity Implementation ............................................................................................................................................... 14

4.2 Regional Interconnection Project .................................................................................................................................................... 14

4.3 Water Mega Storage Reservoirs .................................................................................................................................................... 15

4.4 KAHRAMAA Strategic Management System Enhancement

.............................................................................................................. 15

4.5 KAHRAMAA Awareness Park

............................................................................................................................................................. 15

5KAHRAMAA Network coverage

................................................................................................................................................................ 16

5.1 Electricity Network .......................................................................................................................................................................... 16

5.2 Water Network ............................................................................................................................................................................. 17

6KAHRAMAA Operational Performance for 2012

..................................................................................................................................... 18

6.1 Electricity ......................................................................................................................................................................................... 18

6.1.1 Electricity Supply ................................................................................................................................................................ 18

6.1.2 Electricity Generation reliability ........................................................................................................................................ 19

6.1.3 Electricity Network Reliability and Efficiency ..................................................................................................................... 20

6.1.3.1 System Minutes Lost (SML) .................................................................................................................................. 20

6.1.3.2 System Average Interruption Duration Index (SAIDI) ............................................................................................ 21

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6.1.3.3 The System Average Interruption Frequency Index (SAIFI) ................................................................................... 22

6.2 Water ................................................................................................................................................................................................ 23

6.2.1 Water supply ...................................................................................................................................................................... 23

6.2.2 Water Strategic Reserve and Storage ............................................................................................................................... 24

6.2.3 Number of Pipe Breaks per 100 Kilometers ..................................................................................................................... 25

6.2.4 Water Losses (Non- Revenue Water) .................................................................................................................................. 26

6.3 Customer’s Growth .......................................................................................................................................................................... 27

6.3.1 Number of Electricity and Water Customers and the Annual growth rate compared to 2011 ........................................... 27

6.4 Customer Services Improvements ................................................................................................................................................. 27

6.4.1 Handled Call Rate .............................................................................................................................................................. 27

6.4.2 Complaints Resolution Time ............................................................................................................................................... 28

6.5 HSE Compliance ............................................................................................................................................................................. 29

6.5.1 Overall Water Quality Compliance ..................................................................................................................................... 29

6.6 Qatarisation .................................................................................................................................................................................... 30

6.7 Quality Improvement ...................................................................................................................................................................... 30

6.7.1 ISO Certification .................................................................................................................................................................. 30

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121 Executive Summary

Since KAHRAMAA Management embraced the concepts of “performance-oriented utility” and “what gets measured is done” starting in 2004 it has managed to transform itself into a more performance-aware organization. To align the workforce at various levels in working towards common goals and objectives in 2005 KAHRAMAA established the business processes of annual corporate business planning cycle as well as periodic corporate performance review. The experience of conducting structured corporate business planning cycles and corporate performance review cycles in the last 8 years have increased the knowledge and competence of managers and staff in working more closely and with increased unity and alignment. As discussed in this report this trend of performance improvement continues on to year 2012. The key performance indicators give reasons for KAHRAMAA to be proud of its continuous improvement over the years toward achieving its corporate mission, objectives, and values.

Starting in last quarter of 2012 KAHRAMAA has set in place a new initiative to transform itself into a world-class utility, with the aim to be in the top performance in all aspects (technical, commercial and management). Dubbed “KAHRAMAA Strategic Management System Enhancement Project”, the initiative will commence in first quarter for 2013 for two and half years. It is guided by the directions stated in the Qatar National Vision 2030 and by mandates stated in the Qatar National Development Strategy 2012-2016.

Furthermore, and as a part of KM efforts to achieve QNV 2030 and NDS 2011-2016, KAHRAMAA has modified its structure adding two new departments, the Conservation of Energy Efficiency Department (CN) and the District Cooling Services Department. One of the biggest initiatives of CN department is Tarsheed campaign that aims at promoting efficiency in consumption of electricity and water, and thus, reducing electricity and water per capita consumption by 20% and 35%, respectively, within five years.

And in the case of District Cooling Services department the initiative of regulating the D.C. and setting rules and regulations for its activities and thus saving 30% to 40 % of electrical Ac load in building with D.C. services and saving potable water by promoting Integrated Water Resources Management (by adopting the use of TSE in place of potable water for D.C.) within 2 to 3 years.

KAHRAMAA has reduced the network losses of both Electricity and Water sectors. The technical losses for electricity and water are 6.7% and 6.84% respectively. Simultaneously, the non-revenue losses in electricity and water, including both technical and apparent losses, have been reduced to the targets (20% NRW for water) .In 2012, the electricity coverage is 100% and the water network coverage reached 99.65%, with the aim further minimizing reliance on water tankers.

Completing 7.2 billion QR worth of capital expenditure projects by end of 2012, KAHRAMAA started Phase 11 of Electricity Network Expansion plan.

The highly strategic Mega Storage Reservoirs Project which aims to increase availability of stored water for Qatar from currently 2.5 days to 3 weeks or more in case of a water network failure or water production stoppage is progressing according to plan .

Every year, KAHRAMAA management chooses a theme for their business planning activities. The Planning Forum theme in 2012 was “Customer Oriented Utility“. Accordingly, the Call Centre 991 was further enhanced in 2012, and it is fully functioning now handling all customers’ interfaces requirements and needs such as faults and complaints reporting, emergency callouts, connection services and all billing enquiries. The commissioning of the Call Center has significantly reduced the complaint resolving time and connection service time.

Commercially, KAHRAMAA’s revenue has increased. Improving and expanding the collection methods, particularly the e-services, such as bill payments using ATM of QNB, KAHRAMAA website, iphone application, and Qtel’s kiosks, has increase the collection rate.

For human development, KAHRAMAA met its Qatarization targets by adopting the theme “Qatarization with Quality”

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Furthermore, 6 of 23 KAHRAMAA departments has successfully achieved Quality Management Systems ISO certification during this year & the remaining will be certified by end of 2013.

2 KAHRAMAA Overview

Qatar General Electricity and Water Corporation “KAHRAMAA” has the mandate of being the sole transmission and distribution system owner and operator (TDSOO) for the electricity and water sector in Qatar. KAHRAMAA was established in 2000 to regulate and maintain the supply of electricity and water to customers. From its inception in 2000 and up to 2007, KAHRAMAA has operated as an independent corporation. From then on and up to present, KAHRAMAA reverted back as ministry of the government. KAHRAMAA was also entitled to regulate cooling services

2.1 KAHRAMAA Core area of Business

KAHRAMAA buys, distributes and sells electricity and water as follows:

• Formulate Power & Water Purchase Agreements (PWPA) and provide necessary technical and corporate support for Establishment of Generation & Desalination ventures.

• Own, Construct and Operate Electricity & Water Transmission and Distribution Networks in the State of Qatar.

• Set-up plans and programs for development of Electricity & Water Transmission and Distribution Networks.

• Lay out Regulations, Standards and Codes of Practices for Electricity & Water supplies to Buildings and Facilities.

• Provide Consultancy Services related to its Activities and Operations.

• Regulate cooling services

2.2 Mission

Provide our customers with high quality electricity and water services, whilst creating value for our shareholders.

2.3 Objectives

• Efficiently meet our obligations to supply Qatar’s needs for electricity and water.

• Operate on a commercial basis.

• Comply with local and international health, safety, and environmental standards.

• Maximize the employment of capable Qatari nationals, and develop them to the competence level of employees in leading international companies.

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122.4 Corporate Culture and Values

In carrying out our business we aim to:

• Always remember that we are providing a vital service to the public, and that we are here to serve our customers.

• Be open, honest and responsive in our dealings with our stakeholders.

• Continuously seek to raise our performance standards and hold ourselves publicly accountable against these standards.

• Work as a team in which everyone shares concern for KAHRAMAA’s performance of its responsibilities and takes collective pride in its achievements

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3 Quick Facts

3.1 Electricity

Description 2011 2012 Growth (%)

Peak Demand (MW) 5,375 6,090 * 13.3

Generation (GWh) 30,730 34,788 13.2

No. of Customers 272,745 288,903 5.9

* Excluding Emergency Situation Occurred in August.

3.2 Water

Description 2011 2012 Growth (%)

Peak Demand (Mm3/D) 1.16 1.26 8.6

Production (Mm3) 401.2 437.1 9

No. of Customers 225,027 241,204 7.2

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124 Strategic Projects

The water and electricity sectors are expected to gain from investments that KAHRAMAA has planned for the next few years. It is worth mentioning that the Transmission Network Expansion project is progressing; phase 9 will be completed soon; phase 10 is in progress, and phase 11 is in the starting stage. As at end of 2012, KAHRAMAA completed 7.2 B’QR worth of capital expenditure projects all of which are aligned with the objectives of Qatar’s National Development Strategy (2011 - 2016).

At the consumer’s end, as a part of the commitment made by the corporation of being a “Customer-Oriented Utility” and for the purpose of enhancing customer satisfaction, KAHRAMAA has improved and expanded its many e-services. Bill payments could be made using ATM of QNB, KAHRAMAA application on smart phones, KAHRAMAA website, and Qtel customer service kiosks available in different parts of the country.

KAHRAMAA also has initiatives toward smart grid, renewable energy, and exploring new energy production sources, such as solar energy, and water production technologies, such as reverse osmosis. The establishment of end-to-end Advanced Metering Infrastructure (AMI) across the whole state of Qatar to automatically obtain meter readings remotely via two way radio communication signals will be the first step toward smart grid. This will enable real-time monitoring and analysis of consumption patterns for various types of consumers which has many applications including tariff development.

In terms of renewable energy, KAHRAMAA plans to produce 200MW solar power by 2020, which will be about 2% of installed capacity. Other production technologies that are being studied are the visibility study of Qatar Nuclear Power Plant and reverse osmosis (RO), a new water filtration technology that requires much lesser energy than distillation.

The following are some of the major KAHRAMAA projects that contribute extensively to Qatar National Vision 2030.

4.1 Additional Capacity Implementation

1. Power and Water Purchase Agreement (PWPA) amendment was signed for term extension with RAFASAT for 2015-2016 with an option for further 4-year extension.

2. Water Purchase Agreement (WPA) was signed with QEWC for additional capacity of 36 MIGD by mid of 2015.

4.2 Regional Interconnection Project

Since 2009, Qatar’s electricity network has been interconnected with GCC countries via a 400 KV GCC Interconnection Authority network. This interconnecting regional grid allows GCC countries to exchange electrical power during emergency situations, enhancing each member country’s energy security. Energy trading among GCC countries is being promoted, and some energy exchange transpired in 2012.

Studies are in an advanced stage to establish a pan -Arab electricity interconnection and energy trading, with aims to expand interconnection with the rest of the Middle East and beyond.

As a parallel effort, GCC are also working together towards a future interconnection of water networks, to increase security of water availability in the Gulf Region.

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4.3 Water Mega Storage Reservoirs

Since 2010 KAHRAMAA has embarked on a Mega Storage Reservoirs Project, which aims to increase availability of stored water for Qatar from currently 2.5 days to 3 weeks or more under controlled use, in case of a water network failure or water production stoppage. This is a highly strategic project which will ensure enhanced security of potable water supply in Qatar. This will be achieved by constructing a number of huge (capacity of 2,628 million gallons) reservoirs. The project is expected to be completed by 2016.

4.4 KAHRAMAA Strategic Management System Enhancement

In line with continuous improvement effort s and alignment with QNV 2030 and NDS 2011-2016, KAHRAMAA shall be transforming itself into a world-class utility via its Strategic Management System Enhancement (SMSE) Project.

4.5 KAHRAMAA Awareness Park

The park aims to become a model centre for disseminating information and increasing awareness of the importance of electricity and water conservation. The park is expected to open doors for visitors in 2014 in Thumama area as an entertainment educational centre for different age groups.

This project achieved 5-star QSAS Commercial Design Certification for meeting all technical requirements including urban connectivity, site, energy & water, materials, and indoor environment as it uses materials that eliminate excessive energy consumption, control indoor pollutant sources and provides sufficient noise insulation.

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5 KAHRAMAA Network Coverage

5.1 Electricity Network

The map shows the electricity network coverage in Qatar including the future proposed extensions. The network covers 100% of the customers.

Figure 1: Electricity Network Coverage

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MERGAB AL REMTH

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TC RAS LAFFAN DUKHAN ROAD SUPER 3&4

Legend

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Existing Transmission Network - Qatar

U/G Cables

220 kV

132 kV

66 kV

33 kV

OverHead Lines

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66 kV

33 kV

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UMM SALALWEST

RAS ABU FONTAS

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WAKRAH CENTRAL

EDUCATION CITY

MONTAZAH NORTH

AIN KHALID EAST

BANI HAJER WEST

AL DHAHIYAWEST

MAITHER CENTRAL

FERIQ AL MURRAH

FERIQ BIN OMRAN

AIN KHALID WEST

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EDUCATION CITY-3

EDUCATION CITY-2

EDUCATION CITY-6

TC DSS AL SHALAH

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SOUTH DISTRICT-A

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AIN KHALID SOUTH

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AL KAISSA SOUTH WEST

PEARL OF GULF ISLAND

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NTC (NEW TRADE CENTRE)

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WEST BAY TOWERS NORTH-3

NATIONAL CONTROL CENTRE

QATAR FOUNDATION SUPER-1

KHALIFA S. STADIUM SOUTH

TC UMM SALAL-UMMAL GHAHAB

EDUCATION CITY-4 (R.O.PLANT)

Existing Transmission Network - Doha

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12 5.2 Water Network

KAHRAMAA seeks high customer satisfaction by supplying customers directly through the pipes of the water network instead of through tankers. In 2012, the water network coverage reached 99.65% as depicted in the map below.

There are currently 870 tanker customers in Qatar and KAHRAMAA is performing better than the plan reducing 0.02% of last year’s figure with the ideal target of completely eliminating them.

Figure 2: Water Network Coverage

Legend2013 Projects

2012 Projects

Tendering Projects

Running Projects

Existing Network

Policy Plan

-

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126 KAHRAMAA Operational Performance for 2012

KAHRAMAA’s outstanding achievements are highlighted in terms of strategic and corporate KPIs performance, and achievements such as the ISO certification.

6.1 Electricity

6.1.1 Electricity Supply

In 2012, KAHRAMAA managed to maintain a reserve margin of 25% during peak load, as depicted in the Electricity Supply and Demand Balance chart below.

Actual peak demand recorded was 6,090 MW* occurring in July, an increase of 9% from last year’s peak demand. Nevertheless, KAHRAMAA managed to ensure the continuity of supply.

0

1000

2000

3000

4000

5000

MW

6000

7000

8000

9000 8,3698,522

8,216 8,2627,696

8,5018,066

8,481 8,7568,167

7,5897,943

8,756

6,2556,090

5,777

2012Jan

Yearly Actual Peak

Actual Demand

Installed capacity Yearly Estimated Peak

Available Generation Capacity Demand Forecast

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

10000

5,777

6,255

Figure 3: Supply & Demand Balance of Electricity

*The System recorded its Daily Peak Demand 6,255 MW on 6th Aug due to an emergency situation occurred in one of KM bulk customers. However, KAHRAMAA proved the ability to secure the demand even in emergency situation and imported an extra 572 MW during that period to the customer.

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6.1.2 Electricity Generation reliability

Electricity Generation reliability of 99% was achieved during 2012.

91.0

92.0

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94.0

95.0

96.0

97.0

98.0

99.0

100.0

99.0 99.0 98.8 99.0

94.0

99.0

1Q’12 2Q’12 3Q’12 4Q’12 20122011

Per

cent

age

%

Figure 4: Electricity Generation Reliability

This represents the reliability and sufficiency of electricity generation infrastructure operated by independent power producers from which

KAHRAMAA draws its electrical energy supplies from.

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126.1.3 Electricity Network Reliability and Efficiency

6.1.3.1 System Minutes Lost (SML)

SML represents the number of cumulative minutes of system downtime due to transmission events for the entire year.

KAHRAMAA’s transmission network maintained a high reliability measuring System Minutes Lost (SML) of less than a minute at 1.02* which is considerably less than the 5 minutes industry performance standard. It is also far better performance than 2011, recorded at 4.19 minutes.

20122011Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Yearly Actual Actual Plan

0

1

2

3

4

55

0.68

0.00 0.050.58 0.58 0.58 0.58

0.68 0.70 1.02 1.02 1.02

4.19

1.02

6

Min

utes

Figure 5: System Minutes Lost (SML)

* Incidents due to 3rd party incidents (outside KAHRAMAA’s control) are not included in this graph.

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6.1.3.2 System Average Interruption Duration Index (SAIDI)

With 49.03 minutes, KAHRAMAA’s distribution network maintained high reliability comparing with the target.

SAIDI is the average length of time of interruptions per customer, measured in minutes.

20122011Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

SADI Actual Target

0

10

20

30

40

50

75

4.83 7.9610.91

15.5322.48

25.4130.81

33.5738.77 42.01

45.58 49.03

49.28 49.03

60

70

80

Min

utes

Figure 6: System Average Interruption Duration Index (SAIDI)

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126.1.3.3 The System Average Interruption Frequency Index (SAIFI)

The average number of power interruptions for each customer during the time period (year).

To measure achievement of efficient supply and customer satisfaction, KAHRAMAA maintains 0.34 average number of interruptions (SAIFI) per customer which is significantly below the benchmark target and 2011’s level.

20122011Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Yearly SAIFI Actual Target

0

0.1

0.2

0.3

0.4

0.5

0.75

0.380.34

0.6

0.7

0.8

Avg

. Int

erru

ptio

n /

cust

omer

0.030.05 0.07 0.09 0.13

0.15 0.200.23

0.260.29 0.32

0.34

Figure 7: System Average Interruption Frequency Index (SAIFI)

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6.2 Water

6.2.1 Water supply

In 2012, the maximum demand recorded was 1.26 Mm3/day, registering an increase of 8.6% from 2011. Again, KAHRAMAA met its supply obligations and maintained a reserve margin of more than 14.5% as depicted in the chart below.

Supply and Demand Balance for Water shows the reserve margin of water during the occurrence of maximum average demand.

0.9

1

1.1

1.2

1.3

1.4

Mm

3

1.5

1.6

1.48

1.26

2012Jan

Max. Actual Demand

Actual Demand

Installed capacity Max. Exp. Demand

Installed capacity Demand Forecast

Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

1.26

1.26 1.26

1.48

Figure 8: Supply & Demand Balance of Water

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126.2.2 Water Strategic Reserve and Storage

In terms of stored water supply, KAHRAMAA’s total water reservoir capacities reached 3.34 days of water storage, a significant improvement over 2.3 days in 2011.

The Water Strategic Reserve and Storage chart below illustrates the number of days of available stored water supply to meet demand in case of water production stoppage.

As part of its national obligations to secure water supplies, KAHRAMAA continually endeavors to ensure that Qatar has sufficient water reserve at all times by maintaining sufficient reservoir capacities and expanding storage capacities as needed.

0

0.5

1

1.5

2

2.5

3D

ays

3.5

4

Targets20124Q’123Q’122Q’121Q’12

KM

IWPP Yearly Storage

IWPP KM Yearly Storage

KM Target KM + IWPP Target

1.06

1.39

1.06

1.82

1.06

2.11

1.06

2.28

1.063

2.28

2

Figure 9: Water Strategic Reserve & Storage

IWPP: Independent Water and Power production

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6.2.3 Number of Pipe Breaks per 100 Kilometers

This KPI measures the number of pipe breaks per 100 km of water distribution network pipes laid. KAHRAMAA performed excellently at 10.2 breaks per 100 km compared to the plan and to the previous year’s performance.

0.0

5.0

10.0

15.0

20.0

25.0

2011 2012

13

20

4Q’123Q’122Q’121Q’12

3.0 2.5 2.8 1.9

13.4

10.2

Pipe Breaks Yearly Actual Plan

Nos

. of B

reak

s /

100

km

Figure 10: Pipe Breaks

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126.2.4 Water Losses (Non- Revenue Water)

KAHRAMAA is using the International Water Association’s (IWA) framework for developing the Water Balance. This includes Non-Revenue Water (NRW) as one of the components. In this model NRW is measured by subtracting Authorized Consumption from the total System Input Volume. Non-revenue water includes real losses due to network leaks, pipe breaks, evaporation from reservoirs, spillage at tanker filling stations, while apparent losses are mostly due to metering and consumption data collection problems.

KAHRAMAA is planning to reduce the NRW to 10% by 2016. Reduction of NRW is moving according to the plan reaching 19.6% versus planned target of 20% in 2012.

0%

5%

10%

15%

20%

25%

30%

20124Q’123Q’122Q’121Q’12

Yearly Plan20%

11%

6%

15%

8%

16%

9%

8%

5%

13%

7%

Real Losses Aparent Losses Yearly Plan

Figure 11: Water Losses – Non-Revenue Water (NRW)

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6.3 Customers Growth

In 2012, KAHRAMAA experienced 5.9% increase in the number of electricity customers and 7.2% increase in water customers. Despite this noticeable increase, this growth had no negative impact on KAHRAMAA’s electricity and water continuity of supply or the services efficiency in general.

6.3.1 Number of Electricity and Water Customers and the Annual growth rate compared to 2011

No. of Customers 2011 2012 Annual Growth

Electricity 272,745 288,903 5,9%

Water 225,027 241,204 7,2%

6.4 Customer Services Improvements

KAHRAMAA has introduced many customer service improvements towards enhancing the customer experience in interfacing and interacting with KAHRAMAA services and facilities. The Call Centre 991 for the provision of best services to customers was implemented in 2011 and further enhanced in 2012. The Call Center handles all customers’ interfaces requirements and needs such as faults and complaints reporting, emergency callouts, connection services and all billing enquiries.

6.4.1 Handled Call Rate

In 2012, KAHRAMAA’s performance in terms of percentage of handled call rate was high and achieved 94% of answered calls with a noticeable improvement compared to 87% in 2011.

201220111Q’12 2Q’12 3Q’12 4Q’1280%

82%

84%

86%

88%

90%

92%

94%

96%

98%

94%

87%

100%

Yearly Actual PlanWater IssuesElectricity Issues Billing Issues

96% 97%

93%

97%

Figure 12: Percentage of Handled Call rate

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126.4.2 Complaints Resolution Time

The second dimension of the answered calls is the time to Resolve Complaints received by the call center.

The average time to resolve electricity and water issues are 5:57 and 7:30 hours respectively.

2012Aug Sep Oct Nov DecApr May Jun Jul

WaterWaterElectricity Electricity

0:00

2:24

4:48

7:12

9:36

12:00

14:24

8:537:50

9:53

11:50

9:01

8:36 8:358:52

5:27

4:264:46

3:003:51

4:534:05

4:576:25

5:47

5:57

7:30H

H :

MM

Figure 13: Average Time to Resolve Complaints (Call Center)

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6.5 HSE Compliance

6.5.1 Overall Water Quality Compliance

The Water Quality Compliance indicator represents the percentage compliance of samples collected from all points of the water supply system from desalination plants until customer connection points and which are subjected to bacteriological, chemical, and physical tests.

The overall water quality compliance percentage reported for the year 2012 was 97%, representing an excellent & safe water quality characteristics

Compliance Percentage Yearly Actual

20121Q’12

97%

2Q’12

96%

3Q’12

96%

4Q’12

97% 97%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Figure 14: Overall Water Quality Compliance

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12 6.6 Qatarisation

KAHRAMAA is aiming to maximize the employment of Qatari Nationals. Qatarisation indicator shows the percentage of positions occupied by Qatari employees. At end of 2012, KAHRAMAA achieved Qatarisation of 35% of the total number of employees.

201220111Qtr 2012 2Qtr 2012 3Qtr 2012 4Qtr 2012

35%28%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Compliance Percentage Yearly Plan

34% 34% 34% 35%

39%

Figure 15: Qatarisation Percentage

6.7 Quality Improvement

6.7.1 ISO Certification

During 2012, a number of KAHRAMAA departments successfully attained ISO certification for:

• Applying Quality Management Systems process according to ISO 9001:2008 requirements.

• Complying with the international standard BS ISO 10006:2003, Guidelines for Quality Management in Projects.

• Complying with the General requirements for the competence of testing and calibration laboratories for Water Quality Lab for ISO/IEC 17025.

On the bigger picture, KAHRAMAA has a plan to ISO certify all its departments within 2 years.

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