case studies - Dresser-Rand

DRESSER-RAND 

AT A GLANCE 

Dresser-Rand Group Inc. is among the largest suppliers of custom-engineered 

rotating equipment solutions for the worldwide energy infrastructure, including 

oil, gas, petrochemical, power generation, and process industries. Our high-speed 

rotating equipment is also supplied to the environmental solutions markets within 

the energy infrastructure. 

Our products—centrifugal and reciprocating gas compressors, gas and steam 

turbines, gas expanders, gas and diesel engines, and associated control panels— 

are used in oil and gas production, high-pressure field injection and oil recovery, 

gas liquefaction, gas transmission, refinery processes, natural gas processing, 

petrochemical production, general industry (including paper, steel, sugar, 

and distributed power), power generation, and military applications. Our 

custom-engineered products are also used in other advanced applications in 

the environmental markets we serve, where they reduce carbon footprint and 

increase energy efficiency. These include, among others, hot gas turbo-expanders 

for energy recovery in refineries; co- and tri-generation combined heat and 

power (CHP) packages for institutional and other clients; and a large number 

of steam turbine applications to generate power using steam produced by 

recovering exhaust heat from a multitude of sources. Biomass and biogas 

applications for our steam turbine product line include gasification of 

municipal solid waste or incineration of wood, palm oil, sugar, or pulp 

and paper residues to generate power. Our equipment is used in compressed 

air energy storage (CAES) applications for utility-sized power generation that is 

environmentally friendly and provides unique grid management features. 

We have the largest installed base in the world of our class of equipment, 

encompassing a legacy of more than 40 reputable brands. 

Dresser-Rand has one of the most extensive global service and support organizations 

in the industry. The company offers a full range of original equipment manufacturer 

(OEM) parts, field solutions, revamps and rerates, remanufacturing, product 

training, and upgrades. 

Our clients know us best for our ability to bring equipment solutions and premier 

service for rotating equipment to the energy infrastructure markets. We continue 

to widen our markets by investing in new technologies and companies that offer 

exceptional environmental benefits and the economic value propositions that allow 

our clients’ facilities to operate more efficiently or help them to be more competitive 

in their markets. 

Our worldwide client base consists of oil and gas producers and distributors, 

national oil companies (NOC), and chemical and industrial companies in 

more than 150 countries. We have long-term supplier alliance agreements with 

approximately 50 of our clients. 

Dresser-Rand has headquarters in Houston, Texas, and Paris, France. The company 

has approximately 7,500 employees and operates 13 manufacturing facilities in 

seven countries (United States, France, United Kingdom, Germany, Spain, Norway, 

and India), 49 service and support centers, including six engineering and research 

and development centers, and 76 sales offices in 32 countries. 

Dresser-Rand Group Inc. is a publicly traded company listed on the New York 

Stock Exchange (symbol: DRC).

TABLE OF CONTENTS 

Overview 

Dresser-Rand at a Glance ...............................IFC 

Overview ........................................................... 1 

CEO Letter ......................................................... 2 

Corporate Vision, Mission, 

Guiding Principles, and Values ........................... 3 

Our Approach to Sustainability ......................... 4 

Our Sustainability Principles .............................. 5 

Stakeholder Engagement .................................... 6 

Key Issues ............................................................ 7 

Environment .................................................... 10 

Climate Change ................................................ 12 

Driving Efficiency in 

Our Clients’ Operations ................................... 14 

Operational Excellence in 

Our Operations ................................................. 16 

Society .............................................................. 18 

Localization ......................................................20 

People ................................................................22 

Health & Safety ................................................24 

Community ......................................................26 

Suppliers ............................................................ 29 

Using Technology to Improve Lives .................30 

Governance ...................................................... 32 

Our Approach to Governance ..........................34 

Global Reporting Initiative (GRI) Index .........38 

DRESSER-RAND 

SUSTAINABILITY COUNCIL 

Asier Alea 

Business Development Manager— 

Environmental Solutions 

Blaise Derrico 

Vice President, Investor Relations 

Brad Dickson 

Vice President, Chief Marketing Officer 

Mark Mai 

Vice President, General Counsel & Secretary 

Ken Marcia 

Vice President, Worldwide Supply Chain 

& Process Innovation 

Jim Methven 

Director, Global Singular Processes 

Gustavo Nechar 

Vice President, Human Resources 

Jesus Pacheco 

Executive Vice President, New Equipment 

Worldwide 

Peter Salvatore 

Vice President, Chief Safety Officer 

Greg Stubbs 

Senior Manager, Sustainability & 

HSE Process Innovation 

The Dresser-Rand Sustainability Council represents a 

cross-functional team of senior managers and executive 

leaders chartered by our CEO with board oversight. The 

council is charged with developing a sustainability strategy 

of competitive advantage that engages opportunities of 

shared value for Dresser-Rand and its stakeholders. We wish 

to thank Jim Methven, Ken Marcia and Jesus Pacheco for 

their valuable input over the last three years, and welcome 

Ann Ackerson, vice president, Supply Chain, and Scott Wisler, 

director, Centers of Technical Excellence, to the Council. 

On the cover: Dresser-Rand supplied this 

turbine generator set to Portugal in 2007. 

The plant burns 13 tonnes/hr of a forestry 

residue/cork dust biomass mixture, 

producing power for the grid. 

ECONOMIC IMPACT 

($ in millions, except EPS) 2011 2010 2009 2008 

Revenue $2,311.6 $1,953.6 $2,289.6 $2,194.7 

Cash flow from operating activities 108.1 375.6 129.8 234.8 

Net income 119.7 146.7 210.8 197.7 

Diluted earnings per share 1.53 1.80 2.57 2.36 

Annual shareholder return: 

DRC 17.1% 34.7% 83.0% -55.5% 

S&P 500 0.0% 12.8% 15.2% -36.8% 

PHLX Oil Service Sector Index -11.5% 25.8% 61.6% -59.9% 

Wages and benefits $657.4 $574.2 $562.6 $534.5 

Taxes paid $47.4 $111.5 $129.1 $109.1 

EC1 & EC3 GRI METRICS 

Revenue $2,311.6 $1,953.6 $2,289.6 $2,194.7 

Operating costs 1,397.1 1,116.9 1,377.1 1,328.1 

Selling & administrative expenses 364.6 300.5 287.3 273.8 

Employee compensation (wages 

& benefits) 

657.4 574.2 562.6 534.5 

Donations & other community 

investments 

698.9 293.0 392.0 411.0 

Retained earnings (end of period) 904.5 784.8 638.1 427.3 

Payments to capital providers 

(cash paid for interest) 

62.2 31.7 31.1 33.9 

Payments to governments (gross taxes) 47.4 111.5 129.1 109.1 

Coverage of defined benefit plan obligations Refer to 2011 10-K notes 11 & 12 

OPERATING COSTS: 

Cost of sales $1,662.3 $1,366.7 $1,632.1 $1,576.1 

Selling & administrative expenses 364.6 300.5 287.3 273.8 

Research and development expenses 27.6 23.9 20.3 12.7 

Employee compensation 

(wages & benefits) 

(657.4) (574.2) (562.6) (534.5) 

Total operating costs $1,397.1 $1,116.9 $1,377.1 $1,328.1 

ENDING HEADCOUNT 

Asia Pacific 524 500 414 

Europe 2,099 1,472 1,498 

Latin America 726 145 191 

Middle East/Africa 104 91 29 

North America 4,053 3,944 3,977 

Grand total 7,506 6,152 6,109 

HEADCOUNT PERCENT BY REGION 

Asia Pacific 7.0% 8.1% 6.8% 

Europe 27.9% 23.9% 24.5% 

Latin America 9.7% 2.4% 3.1% 

Middle East/Africa 1.4% 1.5% 0.5% 

North America 54.0% 64.1% 65.1% 

Total 100.0% 100.0% 100.0%

REVENUE BY BUSINESS SEGMENT 

47% New Units 

REVENUE BY END MARKET 

17% Environmental 

4% Other 

36% Refining 

and Chemical 

53% Aftermarket 

Parts & Services 

WORLDWIDE OPERATIONS AS OF 12/31/11 

■ 49 Service and Support Centers 

● 13 Manufacturing Facilities 

32% Oil & 

Gas Production 

11% Gas 

Transmission 

REVENUE BY DESTINATION 

14% Middle 

East & Africa 

15% Asia Pacific 

22% Europe 

18% Latin America 

EMPLOYEE BREAKDOWN 

BY REGION (TOTAL 7,506) 

54.0% North America 

9.7% Latin 

America 

7.0% Asia 

Pacific 

31% 

North America 

27.9% Europe 

1.4% Middle East/ 

Africa

The future success of DRESSER-RAND relies upon continuing our 

legacy of supplying long-lasting, custom-engineered, energy-efficient 

product and service solutions. A significant factor in our success 

is our ability to operate efficiently, which is why we are focusing 

company-wide on OPERATIONAL EXCELLENCE. We intend to 

build on our strengths by implementing global singular processes 

(GSP) so that we are maximizing our successes. When we operate 

more efficiently, we reduce cost, cycle time and—importantly—waste. 

Through our expertise and innovative technologies, we are creating 

a more sustainable tomorrow—for our clients, employees, suppliers, 

stockholders, and the communities where we work. We are using data, 

processes, people, and technology to define a common way of doing 

business with less repetition across operations. Dresser-Rand is truly 

focused on bringing energy and the environment into harmony. 

OVERVIEW 

CORPORATE SUSTAINABILITY REPORT 1

TO OUR 

STAKEHOLDERS 

Dresser-Rand is proud of the progress we have been making on bringing energy and the environment into harmony. At Dresser-Rand, 

our approach to sustainability covers issues relating to the environment, society and governance. 

Our mission for 2012 and beyond is to grow value for our stockholders in a way that is sustainable. 2012 will be a year in which we 

focus on our number one priority—safety—and strengthen the contributors to our long-term performance, with continuing emphasis 

on Operational Excellence. 

The Dresser-Rand sustainability platform includes activities to address climate change and expand our products and services for the 

growing environmental solutions markets. We are reducing our environmental footprint through, among other things, our Operational 

Excellence initiatives, and are contributing to our clients’ sustainability goals through our products and technologies. We continue to 

invest in local communities and continuously work to create a safe and healthy workplace for our employees. 

Over the past two years we redefined our markets from simply oil and gas to energy infrastructure. We are now squarely engaged in a 

growth strategy in the environmental solutions markets, expansion of our footprint to meet localization requirements and a step-up in 

technology investments to maintain our leadership position in the industry. Consistent with this strategy, this past year we invested more 

than $700 million in businesses that enhance our ability to serve the growing environmental solutions markets, including the acquisition 

of Grupo Guascor and our investment in Echogen Power Systems. More recently, on January 4, 2012, we acquired Synchrony, Inc. 

Guascor is a leading supplier of diesel and gas engines and provides customized energy solutions across worldwide energy infrastructure 

markets. Guascor has substantial experience in the design, construction and development of power generation and cogeneration plants 

and mini-hydroelectric plants, and the development and exploitation of wind farms and biomass, used oil and landfill energy recovery, 

photovoltaic solar energy, and aerobic processing. 

Echogen is a technology development company focused on developing innovative heat-to-electricity power generation systems that use 

supercritical working fluids to transform heat into power without creating new emissions. This technology drives value for the client 

through its unique combination of a lower cost per unit of electricity produced, compact footprint, higher energy recovery from the 

waste heat stream, and ability to generate power from a wider range of heat sources when compared to competing technologies available in 

the marketplace today. Echogen technology may be applied in many of our oil & gas markets to reduce the adverse environmental impacts 

such as in refining and petrochemical facilities. In addition, this technology will provide enhanced power generation in environmentally 

friendly combined heat and power (CHP) applications and compressed air energy storage (CAES) systems. 

Synchrony is a technology development company with a portfolio of world-class technologies and products including active magnetic 

bearings (AMB), high-speed motors and generators, and power electronics for clean, efficient and reliable rotating machinery. 

OPERATIONAL EXCELLENCE AND SUSTAINABILITY 

Over the past 10 years we have made excellent progress in improving productivity and cycle times, while reducing waste and costs 

through our focus on Operational Excellence. We are committed to further improvement. 

It’s our belief that sustainability and Operational Excellence are inextricably linked. Operational Excellence is our commitment to 

invest in people, processes, facilities, and supplier relationships that enable us to compete and excel in quality, cost and cycle time. 

With ever-increasing pressure on resources, as well as the impacts of our operations and products on the environment and society, 

sustainability must be at the very core of our efforts to achieve the greatest success. As we enter 2012, our initiatives will embrace 

Operational Excellence as we strive to embed sustainability into our operations, our supply chain, our culture, and our workforce. 

Our focus will be on making sure continuous improvement is effected through process improvement programs. By identifying 

concrete opportunities for these gains, we will strive for measurable improvement and clear accountability. These strategies are 

aligned with achieving Operational Excellence and ultimately contribute to the overall value and sustainability of the business. 

Our corporate sustainability report gives you the details behind our 2011 accomplishments and our commitments for 2012 in 

each of three areas—society, environment and governance. We hope you read the entire report and that you sense our enthusiasm 

and commitment to sustainability. We want to engage our stakeholders as a responsible corporate citizen that contributes positively 

to the environment and society. We welcome your feedback. 

We feel very good about the progress we’ve made, and we are confident about where we are going as we continue “bringing energy 

and the environment into harmony.” 

Vincent R. Volpe Jr. 

President and Chief Executive Officer 

2 DRESSER-RAND

VISION 

Our vision is to earn client loyalty for life. 

MISSION 

OVERVIEW 

Our mission is to provide the most reliable 

and efficient rotating equipment technology 

and service solutions and lead in safety, 

environmental stewardship, quality, and 

cycle time. 

GUIDING PRINCIPLES AND VALUES 

Safety and Environmental Stewardship 

are our priorities and critical considerations 

in everything we do. 

Integrity and Ethics guide our conduct 

and create the foundation for a sound 

business reputation. 

Employee Expertise and Responsibility 

result from recruiting, training and developing 

individuals, and encouraging cultural diversity 

in an environment of integrity, teamwork 

and empowerment. 

Operational Excellence is our commitment 

to invest in people, processes, facilities, 

and supplier relationships that enable us 

to compete and excel in quality, cost and 

cycle time. 

Innovation enables us to deliver unparalleled 

value through leading-edge technology and 

creative solutions. 

Lifelong Support focused on servicing 

a global installed base is essential for our 

long-term growth and client satisfaction. 

Lifelong Loyalty acknowledged by all 

employees as the ultimate driver of our 

success. Achieved through disciplined 

processes and reflects a supportive 

attitude that delivers long-term relationships 

with clients. 

Increased Stockholder Value through 

superior financial performance and growth. 


OUR APPROACH TO 

SUSTAINABILITY 

4 DRESSER-RAND 

Sustainability provides a framework for understanding emerging trends, viewing 

the world holistically and understanding how these emerging trends in society, 

technology and energy resources should influence our business decisions. 

By 2050, the world’s population is expected to grow from nearly seven billion 

to more than nine billion people. Most of this population growth will occur in 

developing countries. As the world’s population grows, the demand on all 

energy resources will increase. Even as the United States establishes global 

goals to achieve 20% of its energy coming from renewables by 2030, fossil 

fuels will remain the prime source in its energy basket through 2050. And 

with 75 years of oil and 130 years of natural gas available to us, these natural 

resources will be sufficient to meet the energy demand and growth of the 

developing countries into the future. 

Dresser-Rand supports the prudent development of our oil, gas and coal 

natural resources. Investment in technologies that enhance the efficiencies 

of our clients’ operations and lower carbon intensity are aligned with our 

sustainability principles. 

Therefore, we believe we can support sustainability by investing in advanced 

technologies and improving our core products and services. Also, we continue 

to position Dresser-Rand in expanding our support of environmental solutions, 

emerging renewables technologies and alternative energy markets. We 

do this by using a diligent approach to innovation and investing in new and 

emerging technologies. 

We continue to build upon our sustainability principles and values by following 

a business approach that deals with sustainability issues that intersect with our 

value chain. This presents opportunities for shared value with our clients that are 

also important to our stakeholders and the greater societies where we operate. 

OUR SUSTAINABILITY PRINCIPLES 

• Maintaining the highest standards of business ethics, governance, integrity, 

and safety 

• Embracing opportunities and managing risks deriving from economic, 

environmental and social developments 

• Responsibly using material and energy resources 

• Providing environmental solutions with economic value for our clients 

• Addressing issues of consequence to our stakeholders with sustainable 

business practices 

• Developing technologies, products, and services that bring energy and the 

environment into harmony 

• Investing in the development of our employees and the communities where 

we operate 

• Creating long-term stockholder value through sustainable processes, 

products and services 

By including our suppliers and clients across our value chain, and engaging 

our employees and the communities in which we operate, we can identify and 

provide solutions that create long-term stockholder value through sustainable 

products and services that benefit society. 

The future of energy demand presents an array of challenges, and we look 

forward to the opportunities that come with it. 

Brad Dickson 

Vice President, Chief Marketing Officer

OUR SUSTAINABILITY PRINCIPLES EMBRACE ISSUES 

RELATING TO ENVIRONMENT, SOCIETY AND GOVERNANCE 

SOCIETY 

People 

Localization 

Health and Safety 

Community 

Suppliers 

Diversity 

Labor Relations 

Philanthropy 

ENVIRONMENT 

Climate Change 

Facility Efficiency 

Technology 

Product Efficiency 

Material Conservation 

Waste and Recycling 

Water Conservation 

SUSTAINABILITY 

AT 

DRESSER-RAND 

GOVERNANCE 

Policies 

Board Oversight 

Compliance 

Guiding Principles 

Internal Committees 

ECONOMIC IMPACT: By operating responsibly, 

we improve our economic standing by decreasing risks 

and enhancing our attractiveness to stakeholders 

OVERVIEW 


STAKEHOLDER 

ENGAGEMENT 

• ANNUAL MEETING OF 

STOCKHOLDERS 

• ANNUAL REPORT 

• COMMUNICATIONS WITH 

STOCKHOLDERS, INVESTORS 

AND ANALYSTS 

• FACILITY TOURS 

• INVESTMENT CONFERENCES 

AND QUARTERLY CONFERENCE 

CALLS 


Dresser-Rand recognizes the importance of engaging its stakeholders to 

understand their concerns and issues. The dialogue developed between 

Dresser-Rand and its stakeholders allows us to appreciate different viewpoints 

and better understand how our business value propositions can be aligned 

with the goals of our stakeholders and larger societal goals. We engage 

our employees, clients, stockholders, communities, regulatory authorities, 

and other stakeholders through various avenues of communication. Our 

stakeholders and our engagement with them have evolved over our long 

history, rather than as a result of a formal, defined process. 

The stakeholders we conscientiously engage include clients, employees, 

communities, suppliers, and stockholders. We strive to gain our clients’ 

loyalty for life through localization efforts and by delivering a superior value 

proposition. We engage our employees by offering training and development 

opportunities to help them advance in their careers and strive to reach balance 

by creating a culture of teamwork, dedication and passion that encourages 

their creative contributions. As a technology leader in our industry, we support 

our communities by helping to develop educated and skilled citizens. We 

view our Supply Chain as an extension of our manufacturing network, and 

our business model requires strong, enduring supplier relations with globally 

competitive companies. We keep our stockholders informed through regular 

and timely communications and events. 

We believe stakeholder engagement is important, because our understanding 

of their priorities often leads to shaping our business strategy, technology 

and geographical focus for investment and solutions. Over the past few years, 

we invited industry analysts to address our leadership team at our worldwide 

management meeting. The analysts shared their views on the industry and 

on Dresser-Rand. We also have senior management participate in industrywide 

forums that provide thought leadership on pressing issues relating to 

energy and the environment. These include EU Turbine (European Association 

of Gas and Steam Turbine Manufacturers) and the Construction Industry 

Institute (includes addressing sustainability for capital projects). 

As we progress, we will continue to engage our stakeholders. 

Blaise Derrico 

Vice President, Investor Relations

KEY ISSUES 

“OUR MISSION FOR 2012 AND 

BEYOND IS TO GROW VALUE FOR 

OUR STOCKHOLDERS IN A WAY 

THAT IS SUSTAINABLE. 

” 

ECONOMIC IMPACT: By operating our company with a consistent 

strategy and the highest standards of integrity and transparency, we are 

creating value for our stockholders 

OVERVIEW 

At Dresser-Rand, we are providing premier-quality products and services for our 

clients to address the needs of the worldwide energy infrastructure. We are driving 

Operational Excellence through our global operations to reduce our environmental 

impacts. Recognizing that our strength is in our employees, suppliers and service 

providers, we are providing them growth opportunities with critical consideration 

to their health and safety. We are supporting the communities where we work and 

live through local sourcing and educational partnerships. By operating our company 

with a consistent strategy and the highest standards of integrity and transparency, 

we are creating value for our stockholders. 

Our approach to sustainability is to integrate our sustainability principles into our 

business processes. We require annual training on ethical business practices and 

integrate safety into our daily work lives. We remind ourselves that the only way is 

the safe, ethical way. We have a robust risk management system that 

quantifies risk and helps us determine how to reach our goals in 

the way that will reap the most benefit. 

One of the major goals of our drive for 

Operational Excellence is to reduce waste—a 

major step towards a sustainable business. By 

requiring the same of our suppliers, we reduce 

waste up and down our entire supply chain, 

passing increasingly sustainable products 

on to our clients. 

Another of our major initiatives on our 

journey to Operational Excellence 

is to singularize global processes, 

ensuring that streamlining 

efforts are replicated quickly and 

efficiently and that we’re not 

expending valuable time and 

cost to reinvent processes at 

each location. Our goals are 

to reduce cost and cycle time 

while increasing value—and 

developing sustainable processes 

and a sustainable business is 

the smartest way to achieve 

those goals. 

Sustainability is becoming 

a way of thinking and 

a part of our culture as 

we continue our journey 

toward bringing energy and 

the environment into harmony. 



❮ CLIMATE 

Innovate to create technology 

solutions to mitigate greenhouse 

gas (GHG) emissions and to 

develop technologies for alternative 

energy sources for the future. 

❮ LOCALIZATION 

Expand our reach to extend the 

benefits of job creation, local 

sourcing and partnerships in 

research and development and 

education in the communities 

where we operate. 

❮ COMMUNITIES 

Maintain and develop educational 

partnerships that support science 

and technology education to 

enable tomorrow’s workforce.

❮ DRIVING EFFICIENCY IN 

OUR CLIENTS’ OPERATIONS 

Increase energy efficiency 

and reduce the footprint of our 

products while providing superior 

service to extend their usefulness. 

❮ PEOPLE 

Provide training and development 

opportunities in a collaborative 

culture to attract and retain superior 

and creative talent. 

❮ SUPPLIERS 

Drive operational excellence and 

energy efficiency into our supply 

chain through the deployment 

of lean principles and supplier 

partnerships. 

OVERVIEW 

❮ DRIVING OPERATIONAL 

EXCELLENCE IN OUR 

OPERATIONS 

Reduce the environmental 

footprint of our operations through 

operational excellence, which 

embodies systematic measurement, 

monitoring and continuous 

improvement. 

❮ HEALTH AND SAFETY 

Institute disciplined, consistent 

operational processes to ensure 

the health and safety of every 

employee while striving to drive 

our injury rate to zero. 

❮ GOVERNANCE 

Operate with strict adherence 

to the highest standards of ethical 

behaviors while considering 

sustainability issues in our 

decision-making. 


SECTION 1 

ENVIRONMENT 

Bringing energy and the environment into harmony. We are focused on reducing the negative 

impacts that our products, services, operations, and the energy industry we serve have on the 

environment. Clients who use our technologies want to be responsible stewards of the world’s 

limited resources while reducing their own environmental footprint. With regard to DRESSER-RAND 

and its facilities, we realize that greater efficiency through OPERATIONAL EXCELLENCE results in 

both cost reductions and conservation. 


2011 COMMITMENTS 2011 ACCOMPLISHMENTS 

Continue to focus on our internal 

sustainability initiatives 

Continue development and implementation 

of an eco-design process 

Develop a company-wide waste management 

program 

Improve and expand processes for 

collecting and documenting data for 

sustainability indicators 

Continue development of innovative 

technologies that promote sustainability 

Improved our workplace environment 

across the company using Lean Six 

Sigma processes 

Continued “Lean to Green” training 

which incorporates health and safety 

aspects and eco-efficiency into our 

Lean Six Sigma tools and processes 

across the company 

Continued Environmental and 

Sustainability Awareness training 

across the company 

Discussions with Process Innovation resulted 

in a tactical plan to incorporate eco-design 

criteria into our Value Engineering Initiative 

and leverage existing engineering processes 

Developed strategy and corporate waste 

management standards 

Formulated a process to collect critical 

information and purchased software 

New test facility for Rampressor with 

application in carbon capture and 

sequestration 

Acquired Grupo Guascor and added 

a broad range of sustainable energy 

technologies to our portfolio 

Invested in Echogen Power Systems for 

supercritical CO2 waste-energy solutions 

The Ebro river valley in Catalonia, Spain, where Dresser-Rand 

has six facilities and approximately 700 employees.

2012 GOALS 

Develop new standards and procedures 

for company-wide waste management 

Advance design for oil-free compressors 

with active magnetic bearing (AMB) 

technology 

Incorporate HSE & “Lean to Green” into 

key process Value Stream Maps 

Develop the eco-design process with the 

engineering community of practice (CoP) to 

incorporate basic eco-design considerations 

into our R&D engineering process 

Initiate “green supply chain” discussion 

and advance through the strategy and 

planning stage 

ENVIRONMENT 


ADDRESSING 

CLIMATE CHANGE 

Innovate to create technology 


solutions to mitigate 

greenhouse gas emissions and 

to develop technologies for 

alternative energy sources 

for the future. 

Increasing global population and per capita income, centered primarily 

in developing countries, will drive demand for energy and the products 

and natural resources necessary to produce them. 

A widely believed consequence of global economic growth and 

increased population is a rise in greenhouse gas emissions and global 

average temperatures. 

We believe that Dresser-Rand is in a unique position regarding climate 

change. Regardless of the source of energy, whether from traditional 

sources (such as fossil fuels) or from emerging clean energy applications 

(such as wind and wave energy), our products can lessen overall 

environmental impacts. 

Our focus on Operational Excellence allows us to provide competitive 

solutions and equipment that increase energy efficiency and reduce 

emissions for oil production, refining, petrochemical and liquefied natural 

gas (LNG) facilities, pipelines, and a multitude of other applications. In 

addition, applying Operational Excellence to our own operations improves 

productivity, reducing resource consumption and the carbon footprint 

of our operations. 

We believe we can add value to our clients’ operations by increasing 

the efficiency of our products and by providing solutions that lower 

carbon emissions. 

We are aggressively pursuing innovations and technologies that 

help address our clients’ environmental concerns and reduce their 

carbon footprints. 

Greg Stubbs 

Senior Manager, Sustainability & HSE Process Innovation

CARBON CAPTURE UTILIZATION 

AND STORAGE—RAMGEN® 

SUPERSONIC COMPRESSION 

TECHNOLOGY 

Interest in carbon capture and storage 

(CCS) has been slow to attract investment 

around the world as economic recovery has 

taken center stage. However, the dialogue 

on global warming continues unabated. 

Currently, the investment is predominantly 

directed towards enhanced oil recovery 

(EOR), a form of carbon capture utilization 

and storage (CCUS) that can provide 

economic benefit without subsidies such as 

a carbon pricing mechanism. Dresser-Rand 

is a leader in the EOR compression market. 

The cost of large-scale implementation of 

CCS technologies is challenging, and the 

ongoing issues of storing large quantities 

of CO2 must be addressed. We expect that 

the technologies associated with CCUS 

will become economically feasible in the 

near- to mid-term. 

In 2008, Dresser-Rand made an investment 

in Ramgen Power Systems LLC and began 

supporting the development of technology 

that is expected to reduce the cost of 

compression by 50% when compared to 

the current cost of existing compression 

technologies. The Ramgen technology 

also offers significant footprint savings 

and high-grade heat for energy recovery. 

In 2011, Ramgen completed a dedicated 

CO2 closed-loop compressor test facility 

at the Dresser-Rand Olean, N.Y., campus. 

This one-of-a-kind test facility supports 

Ramgen Power System’s demonstration 

World’s first supersonic CO 2 compression 

test facility, located in Olean, N.Y., USA. 

of a 10 MW Ramgen supersonic CO2 

compressor. It is designed to validate a 

10:1 compression ratio technology in a 

single stage—which on an equivalent basis 

takes eight to 10 stages using conventional 

technology. This full-scale demonstration 

testing is expected to begin in 2012. 

OCEAN WAVE ENERGY— 

HYDROAIR TURBINE 

We are working to provide solutions for 

harnessing renewable ocean wave energy 

and efficiently converting it to electricity 

for use on land. Dresser-Rand engineered 

and developed the patent-pending 

HydroAir turbine (shown at right)— 

a variable-radius turbine (VRT) that 

has substantially higher efficiency 

than comparable devices. An initial 

prototype was installed in Australia in 

2010. Dresser-Rand and Ireland-based 

Ocean Energy Limited, a market leader 

in developing oscillating water column 

(OWC) plants, signed a memorandum 

of understanding in 2010 to develop a 

complete range of full-scale devices to 

produce electricity. This partnership could 

lead to an Irish industry generating 600 

MW of electricity by 2020, enough to 

supply the needs of 450,000 households. 

In addition, it was announced in January 

2012 that the Cornwall, U.K.–based 

Wave Hub selected Ocean Energy and 

Dresser-Rand to deploy its technologies 

at its flagship testing site in 2012. 

ENVIRONMENT 


DRIVING EFFICIENCY IN OUR 

CLIENTS’ OPERATIONS 


We engage our clients at all levels of their organizations on a day-to-day 

basis as well as in executive dialogue regarding their most pressing issues. 

Through our alliance agreements with key clients, we have developed 

performance metrics. We have also established semiannual or annual 

executive-to-executive communications (executive sponsor meetings) 

where collaborative exchange is held on issues such as safety, reliability, 

operational performance, technology needs, future business projections, 

and supply chain. 

As with our 2009 report, we again chose to obtain an in-depth view of our 

2010 Sustainability Report from one of our largest clients to obtain critical 

“voice of client” feedback on our activities and the report itself. Some of that 

feedback is incorporated into this report. 

We maintain an intense client focus through: 

• Our New Equipment and Services client-facing organization, whose mission 

is to earn client loyalty for life 

• 49 service and support centers and 76 sales offices in 32 countries, 

with plans to add more to provide responsive support and service 

to our clients’ installed base 

• A global network of approximately 180 independent representatives, 

all of whom promote our brand, sell our products and provide service 

and aftermarket support to our installed base locally in more than 

150 countries 

• Enhanced relationships and alliance agreements with key clients; 

we have more of these relationships in place than any other original 

equipment manufacturer in the markets we serve 

• Configuration sessions or tools that minimize cycle time and help 

our clients optimize their equipment solutions 

• Technology updates 

• Our Client Interface Response System (CIRS)—an interactive, Web-based 

tool that allows clients to communicate with Dresser-Rand technical 

experts about an issue, technical query or problem on a specific piece 

of existing equipment 

• On-line, on-site or off-site product training 

We are hard at work providing the most reliable and efficient rotating 

equipment technology and service solutions with a view towards earning 

client loyalty for life. 

Jesus Pacheco 

Executive Vice President, New Equipment Worldwide

PROVIDING OUR CLIENTS WITH 

SUSTAINABLE SOLUTIONS 

With a team dedicated solely to 

environmental solutions, Dresser-Rand 

is well positioned to serve the emerging 

environmental solutions markets. We 

support our clients in their efforts to 

reduce the environmental footprint 

associated with their day-to-day operations 

through improving the efficiency of their 

power generation activities, supporting 

their renewable energy initiatives and 

reducing the greenhouse gas (GHG) 

emissions from their operations. 

With its acquisition of Guascor, 

Dresser-Rand now has capabilities in the 

design, construction and development of 

power generation and cogeneration plants 

and mini-hydroelectric plants, as well as 

the development and exploitation of wind 

farms and biomass, used oil and landfill 

energy recovery, photovoltaic solar energy, 

and aerobic processing. 

Our technologies support our clients’ 

competitiveness by improving process 

efficiencies and reducing emissions, 

enabling them to meet increasingly 

stringent environmental regulations. 

INNOVATION NORWAY 

GRANTS AWARD FOR GREEN 

TECHNOLOGY 

In 2011, Dresser-Rand was awarded 

$684,000 USD (4 million NOK) in 

public grant funding by Innovation 

Norway (IN). The grant will be used to 

support testing a new, environmentallyfriendly 

turbine-generator set, known as 

the Dresser-Rand KG2-3G unit. 

IN, a development funding arm of the 

Norwegian government that supports 

environmental initiatives, awarded 

Dresser-Rand the funding because the 

KG2-3G turbine is expected to drastically 

reduce fuel consumption, decrease CO2 

emissions 35 percent, and decrease NOx 

and CO emissions 80 percent when 

compared to the rating of the existing 

KG 2-3E turbine. The KG2-3G turbine 

also comes with an acoustic enclosure for 

onshore installation and is suitable for a 

variety of applications, including biofuel 

systems. 

The unit will be installed at the WINGAS 

Transport GmbH site in Greifswald, 

Germany, where the North Stream 

pipeline comes into Europe from Russia. 

WINGAS will provide natural gas for 

the field test in exchange for the heat and 

power produced by the KG2-3G turbine. 

The electric power will be exported and 

the exhaust heat used to heat pipeline gas 

coming out of the Baltic Sea. 

More than 900 KG2 gas turbines have 

been delivered for standby, industrial and 

oil and gas applications worldwide. 

GAME-CHANGING 

TECHNOLOGY: THE DATUM® ICS 

The DATUM® ICS is an advanced 

technology platform that uses 

high-efficiency DATUM centrifugal 

compressor technology driven by a 

high-speed, close-coupled, oil-free, electric 

motor. The DATUM ICS is the first 

technology to incorporate a proprietary, 

integrated gas-liquid separation unit, 

avoiding the use of a large static inlet 

scrubber to protect the compressor. The 

compression system is complete with 

process gas coolers, process piping, valves 

and instrumentation, all packaged into a 

single lift module. 

The DATUM ICS provides a complete 

compression system for applications in 

upstream, midstream and downstream 

markets, and features the industry’s 

smallest footprint with up to a 50% space 

and weight reduction—all of which 

translates into significantly less steel being 

used offshore and delivering real value 

through the lowest total installed cost. 

Our first unit was built and shipped in 

September 2010 and is expected to start 

operation in 2012. 

Working with subsea integrators, we plan 

to take this proven DATUM ICS design 

and fit it for service on the sea floor. In 

June 2011 we partnered with Statoil in a 

joint research and development project. 

Initially, the companies will focus on 

configuring the DATUM ICS package for 

high-power applications in a nominal eight 

to 12 MW range. Once the equipment 

operating conditions and package 

requirements have been clearly defined, 

Dresser-Rand will build a high-power 

ICS and test it in a unique liquid-gas 

hydrocarbon test facility in Olean, N.Y., 

USA. In addition, Dresser-Rand plans to 

conduct testing on a sub-sea test stand 

to be constructed alongside the ICS test 

facility. 

CASE STUDY 

ENVIRONMENT 

DRESSER-RAND TEAMS UP WITH 

KING FAHD UNIVERSITY FACULTY 

AND STUDENTS FOR NOISE 

REDUCTION RESEARCH 

Dresser-Rand finalized a collaborative 

research agreement with King Fahd 

University of Petroleum and Minerals 

(KFUPM), and last May we participated 

in the first annual KFUPM Research Day 

to highlight activity taking place under 

the research agreement. 

KFUPM organized the event, with lectures, 

technical presentations and an exhibition 

held on the KFUPM campus to enable 

faculty, researchers, graduate students, 

and guests to learn about research 

activities at the university and build an 

environment of innovation. 

We exhibited the Dresser-Rand Duct 

Resonator (DR) Array demonstration 

rig and performed an interactive 

demonstration of the DR Array noise 

reduction technology. The KFUPM 

students from the mechanical engineering 

department presented findings under a 

Dresser-Rand–funded research project 

focused on improving the DR Array 

technology. 

The research team from KFUPM included 

Dr. Samir Mekid and three students. 

Two undergraduate students worked 

on reducing the manufacturing cost of 

DR Array technology, collaborating with 

another team of students from Lehigh 

University on the same topic. A graduate 

student studied resonator arrays in 

general to further improve the acoustic 

performance of Dresser-Rand DR Array 

technology. 

Dresser-Rand and Saudi Aramco are 

evaluating opportunities to apply noise 

reduction technology to compressor 

installations at production facilities within 

the Kingdom. 


OPERATIONAL EXCELLENCE IN 

OUR OPERATIONS 


Our primary environmental impact is derived from manufacturing our 

products. We use a specialized software application to track our direct and 

indirect energy usage for our Scope 1 and Scope 2 greenhouse gas (GHG) 

emissions. We report under the Global Reporting Initiative (GRI) direct energy 

consumption (EN3), indirect energy consumption (EN4), and total direct and 

indirect GHG emissions (EN16). Our software uses the globally accepted 

World Resources Institute GHG Protocol and the ISO 14064 standard to 

collect our GHG emissions data. A third-party firm provides integrated 

advisory, financial and implementation services for the energy value chain. 

We continue to apply our lean manufacturing and lean office processes 

to reduce waste in manufacturing and transactional processes. In 2011, 

our Global Process Innovation group coordinated lean initiatives and 

environmental stewardship through the Lean Sigma Certificate workshop 

for the third year running. The workshop was expanded to encompass 

more of our worldwide locations in 2011. A total of 189 participants graduated 

in 2011 from the Lean Sigma Certificate workshops, and 54 Lean Sigma 

improvement projects resulted from these workshops. The majority of these 

lean improvement projects yielded increased capacity and reduced cycle 

time via the elimination of wasteful, non-value-added activities. 

We continue to expand the implementation of a client-focused, continuous 

improvement toolkit to improve quality, on-time delivery, health and safety, 

and profitability. Six Sigma workplace process implementation continues 

within our manufacturing sites. Each site has established a scoring matrix to 

determine sustainability improvement. A process is in place for self-audits on 

the requirements of the scoring matrix, with follow-up audits by the respective 

site leadership teams. 

We are making significant progress introducing Standard Work Processes 

in our service centers. Through 2011, more than 35,000 work instructions 

have been standardized, written and translated into the respective service 

center location’s local language. Results of this activity indicate significant 

improvement in efficiency of such complex tasks as teardown and rebuild of 

steam turbines. 

In 2011, Dresser-Rand worked with its transportation and logistics providers 

to continue to identify opportunities for decreasing its carbon footprint. 

Actions taken included the consolidation of shipments where possible and 

slow steaming of ocean-going vessels to reduce the carrier company’s 

carbon footprint. 

We also continue to evaluate our fork truck fleet for opportunities to reduce 

the number of combustion engine emission–style trucks and replace them 

with electric trucks. In March 2012, we entered into an operational lease to 

replace 25 combustion engine–emission trucks with electric-style fork trucks. 

Jim Methven 

Director, Global Singular Processes

OPERATIONAL EXCELLENCE— 

QUALITY, COST AND 

CYCLE TIME 

Dresser-Rand implemented an ongoing 

evaluation of Quality Assurance programs 

for its operations and those of its suppliers. 

The intent of this initiative is to continue 

to maintain a proactive productivitybased 

quality metric to link costs of 

poor quality to volume; maintain a 

high-level, productivity-based quality 

improvement plan; and to focus on 

preventing quality defects and defect 

escapes to downstream processes. 

Dresser-Rand aggressively pursues 

quality in its developing country sourcing 

program, which incents our legacy supply 

companies to improve quality in order 

to stay competitive. Our continued 

focus is intended to improve our quality 

year-over-year, but we still have much to 

do in order to further improve cycle time 

and delivery to our clients. 

All of our Process Innovation and Supply 

Chain management initiatives are focused 

on improving quality, reducing cost, 

reducing cycle time, and improving 

on-time delivery—or in other words, 

achieving Operational Excellence. We 

have the right people in place to improve 

cycle time and implement cost reduction; 

now we need to focus on data and systems 

in order to maximize and sustain these 

improvements. 

Our project prioritization process will 

ensure that resources are efficiently 

deployed with maximum impact on 

the performance of the company. This 

includes determining which operations 

and suppliers need more support in order 

to improve quality and reduce cycle time. 

Actively pursuing supplier alternatives and 

working with suppliers to reduce scrap and 

rework help reduce costs. 

Our strategy is to develop a supplier-toclient 

on-time delivery culture across 

execution teams and to improve on-time 

delivery performance against agreed-to 

dates defined in the project master 

schedule. 

RESPONSIBLY USING MATERIALS 

AND ENERGY RESOURCES 

We have initiatives underway throughout 

the company to use material and energy 

resources more responsibly, including 

through the reduction of waste and 

increased recycling. A few examples of 

this are mentioned below. 

Our plant in Naroda, India, operates a 

solar water heating system. The system 

provides heated water to the plant 

and office buildings at a savings of 

approximately 44,000 kWh of energy 

per year. In addition, the plant conserves 

energy by using variable-frequency drives 

in its compressor test facility and on its 

compressor cooling water tower. 

ENVIRONMENT 

During 2011, our Burlington, Iowa, plant 

expanded its recycling effort, adding new 

types of materials for recycling. For the 

year, the volume of material going to local 

landfill was more than 90% less than 

2009 levels and consistent with 2010. 

The Burlington facility received the Des 

Moines County Landfill Sustainability 

Award for recycling. 

In 2011, our Naroda, India, plant installed 

an electrostatic oil filtration system and 

recycled 4,741 liters of oil for reuse. The 

plant’s wood recycling program resulted 

in the reuse of 582 cubic feet of wood, 

and the plant reduced its paper usage by 

implementing a two-sided printing policy 

and recycled 264 kg of scrap paper. In 

addition, each employee was provided a 

water bottle and a mug for tea, eliminating 

the use of paper cups. 

WATER USE 

Our Naroda plant installed a water 

harvesting system in 2010. In 2011 they 

installed an oil skimmer and 5-micron 

filter system to continuously filter the 

coolant solution, increasing coolant life 

and reducing coolant and water usage. 

PLANT BUILDING SOLAR 

WATER HEATING SYSTEM 

Use: 

Component cleaning 

Energy saved per year: 

44,000 kWh 

System: 

40 collectors 

Indirect heating capacity: 

6,000 liters per day @ 

70 °C (158 °F) 


SECTION 2 

SOCIETY 

Our business success is supported by our relationships with our employees and the communities 

where we operate. In the factory and in our global service operations, our priority is HEALTH 

AND SAFETY. In communities where we have a presence, we are focused on achieving long-term 

economic, social and environmental benefits through SUSTAINABLE INITIATIVES, job creation, 

supplier engagement, research and development activities, and educational support. Our 

commitment is to broaden these benefits by expanding our local presence in the places where 

we operate. 



Enhance our progress and oversight 

for privacy issues 

Continue our training and development 

investment in our employees 

Create jobs and opportunities through 

our localization initiatives 

Strive to extend the reach of our corporate 

charitable initiatives 

Established a Data Protection 

Committee, consisting of the vice 

presidents of human resources, law 

and information technology, with 

responsibility for overseeing our 

compliance with international data 

protection and privacy regulations. 

Confirmed our compliance with 

French and Spanish data privacy 

regulations, and achieved safe harbor 

status for certain data transfers from 

France and Spain to the U.S. 

See “Training and Development” 

on page 23 

Progressed Saudi Arabia service 

and repair center; increased local 

employment at recently established 

Pune India Engineering Center; 

initiated localization plans in support 

of the Petrobras 8 “replicant” FPSOs 

award; increased local employment 

opportunities through our gas turbine 

repair and service center expansions 

See “Community” on pages 26-28 

Pune, India, where our global engineering 

support center employs approximately 200 people.

2012 GOALS 

Enhance our progress and oversight 

for privacy issues 

Continue our efforts to expand the reach 

of our corporate charitable initiatives with a 

focus on education, civic and social programs 

and encourage participation of our employees 

in these areas 

Develop globally effective programs/ 

resources/policies and procedures 

for implementing a world-class HSE 

Management System with singular processes 

Engage schools in communities in which we 

work to foster education 

SOCIETY 


LOCALIZATION 

Dresser-Rand is committed 


to building long-term 

relationships with its clients 

around the world by delivering 

high-quality products and 

services. To meet that 

commitment, we are executing 

a localization strategy. By 

addressing local needs, we will 

enhance our competitiveness 

and improve response times. 

We strive to employ local 

resources. 

The first unit packaged and shipped 

from the Saudi Arabia service center. 

This steam turbine-gear package is 

destined for the Yanbu Export Refinery 

Project in Yanbu, Saudi Arabia. 

SAUDI ARABIA SERVICE AND 

REPAIR CENTER 

The Saudi Arabia facility is under 

construction and is expected to be 

completed in 2013. The organization 

is operational with a branch operation 

located in Jubail. 

Dresser-Rand is building an approximately 

10,000-square-meter manufacturing 

and repair facility in Dammam Second 

Industrial City in the Kingdom of 

Saudi Arabia. The facility’s capabilities 

will include single-stage steam turbine 

manufacturing, packaging and repairs 

(including industrial gas turbines), field 

support services, technical support 

services, and training. The technology 

center has been designed and facility 

construction will begin in May 2012. 

It will include offices, a training center, 

cafeteria, and mosque. 

The localization plan for Saudi Arabia 

is focused on hiring locally and will 

create employment opportunities at all 

levels of the organization from the shop 

floor to leadership positions. We have 

10 Saudi engineers on staff and two 

Saudi business managers. 

An agreement was recently signed with 

Saudi Petroleum Services Polytechnic 

(SPSP), which is a vocational school 

in Saudi Arabia. Dresser-Rand Arabia 

is sponsoring 37 students of various 

disciplines (welding, pipefitting, 

machinists, and electricians) to participate 

in a three-year training program. They 

will complete their second year in 

December 2012 and will then begin a 

one-year, on-the-job training assignment 

with Dresser-Rand Arabia. 

We have established a supply chain 

management (SCM) team that is in the 

process of identifying, qualifying and 

developing local suppliers for our activities 

in the Kingdom of Saudi Arabia. We also 

have a services organization in place for 

installation, commissioning, and technical 

support of our products in Saudi Arabia. 

GLOBAL ENGINEERING SUPPORT 

CENTER IN PUNE, INDIA 

Dresser-Rand inaugurated a global 

engineering support center (ESC) in India 

in November 2010. During 2011, we 

added 36 engineers, two project control 

specialists and two SCM employees. 

Located in SEZ, Cybercity, Magarpatta, 

Pune, this ESC is currently home to 

107 engineers and other employees 

supporting Dresser-Rand worldwide 

operations. With drafters, designers, 

engineers, and other personnel, the ESC 

will help meet demand for engineering, 

designing, buying, expediting, and project 

managing, and also provide support 

EMPLOYEE AND TEMPORARY WORKERS AS OF 12/31/11 

Full-Time Part-Time Full-Time Part-Time 

% of employees 

Region 

Non-Union Non-Union Union Union Temp. Total covered by CBA* 

Asia Pacific 355 3 166 0 81 605 32% 

Europe 416 7 1,608 68 104 2,203 80% 

Middle East/Africa 74 0 30 0 0 104 29% 

North America 2,688 5 1,359 1 613 4,666 34% 

Latin America 684 15 27 0 30 756 4% 

Total 4,217 30 3,190 69 828 8,334 43% 

*Collective bargaining agreements

to other back office needs of IT, SCM, 

finance, and HR on a worldwide basis for 

Dresser-Rand products and services. 

Magarpatta City practices various 

sustainable practices like rainwater 

harvesting, garbage segregation at source, 

vermiculture, use of fly-ash bricks in 

construction and has a solar water heating 

system and biogas plant. 

The Dresser-Rand localization strategy 

focuses on hiring locally. Starting in 2012, 

we also intend to visit local engineering 

colleges to recruit the best in-country 

resources. The long-range plan for the 

ESC includes hiring approximately 250 to 

300 employees over the next five years. 

The ESC in India complies with all 

statutory guidelines. 

GAS TURBINE REPAIR 

The Dresser-Rand Cilegon, Indonesia, 

service center was established in 1999 to 

serve Indonesia, Southeast Asia and the 

Australian markets. We are in the process 

of expanding Cilegon’s service capabilities 

to repair gas turbines. This is part of the 

strategy to roll out Dresser-Rand Turbine 

Technology Services repair expertise to a 

number of our strategically located service 

centers. In this regard, our service center 

in Campinas, Brazil, now has inspection 

capability for gas turbines, and our service 

Chevron’s Agbami FPSO located 

offshore Nigeria. Dresser-Rand 

supplied six 26 MW gas turbine 

packages for main power 

generation and compression. 

Dresser-Rand is expanding 

its local shop capability to 

increase local content, which 

is an important aspect of the 

country’s investment plan. 

center in Peterborough, UK, has full strip 

and inspection capability, weld repair, 

machining, heat treatment, and coatings 

for component repair. 

BRAZIL LOCALIZATION 

Dresser-Rand Brazil locations are working 

on executing awards to supply more than 

$700 million of compression systems 

and related maintenance services for 

eight “replicant” FPSO vessels for Brazil’s 

pre-salt fields. The awards were announced 

in 2011. Engineering is on schedule and 

we are in the process of arranging for 

critical material deliveries. Construction 

of the new facility is scheduled to begin in 

the first half of 2012. The Dresser-Rand 

Information Technology team is working 

on the global singular processes (GSP) 

requirements. Everything is on schedule 

with regard to local hiring and training. 

Standard work practices and safety 

procedures are being translated into 

Portuguese, and supply chain personnel 

are evaluating local suppliers. 

We are pursuing LEED certification. 

According to the Green Building Council, 

Leadership in Energy and Environmental 

Design (LEED) provides building 

owners and operators with a framework 

for identifying and implementing practical 

and measurable green building design, 

construction, operations and maintenance 

solutions. 

LEED certification provides independent, 

third-party verification that a building 

was designed and built using strategies 

aimed at achieving high performance in 

SOCIETY 

key areas of human and environmental 

health: sustainable site development, 

water savings, energy efficiency, materials 

selection and indoor environmental 

quality. 

SERVICE CENTER EXPANSION 

Dresser-Rand is enhancing its Services 

footprint to optimize its service to clients, 

including establishing new locations, 

expanding existing locations and 

relocating facilities as necessary. Standards 

are being developed to create consistency 

in size, appearance, layout, tools, systems, 

processes, and procedures of service 

centers worldwide. Efforts are underway 

to integrate new facilities acquired by 

Dresser-Rand in 2011, including Grupo 

Guascor. We continue to audit the 

operation, efficiency, quality, skill sets, and 

safety of our worldwide service network. 


PEOPLE 


We achieve client satisfaction, stockholder value and employee engagement 

through our initiatives in safety, compliance, technology, and Operational 

Excellence. We recognize the value of Dresser-Rand employees and their 

ongoing contributions and engagement to the success of the company. 

We have good practices in place, the right people in the right locations 

and the stage is set for enhancing employee engagement. The idea is to 

engage our employees in Operational Excellence initiatives. We believe 

one of the best ways to do this is to use Process Innovation and Lean Six 

Sigma principles. To that end, we are developing initiatives that will involve 

employees in problem solving using Kaizen workshops. 

Our employees have a passion for what they do. This is driven by their desire 

to earn client loyalty for life. We are committed to streamlining our processes, 

providing worldwide client support and product leadership in our industry. 

We are implementing a mechanism through which we can use employees’ 

suggestions to contribute to reducing cycle times, increasing productivity, 

improving on-time deliveries, and reducing the cost of quality. We recognize 

the best way to make improvements is to ask employees for their input in 

areas they work in every day. 

We don’t want to reinvent the wheel. The Dresser-Rand STAR model, 

introduced in the Americas and Asia Pacific operations in 2010, embodies 

our work toward sustainable improvements in safety, quality, delivery, 

cost, and people. We want to achieve and sustain a recognized leadership 

position in health, safety and the environment by enhancing existing 

programs and implementing new programs that protect the health 

and safety of our employees, clients and suppliers, as well as protect 

and improve the environment in the locations where we and our clients 

conduct business. 

A commitment to safety—our number one priority—involves considerable 

focus and effort around work environment improvement, combined 

with a culture of discipline and responsible behaviors. 

We believe we have world-class Field Operations, which we have 

enhanced through the application of lean tools and processes. The 

speed, visual excellence, efficiency, safety, quality, and commitment 

of our Field Operations creates value for our clients and fosters 

employee engagement. 

Employee engagement involves a commitment to continuous improvement. 

We want to empower our employees at all levels of the organization and 

encourage teamwork and leadership in their daily lives. We will continue 

to remain focused on employee engagement because of its significant 

importance and long-term benefits. 

Gustavo Nechar 

Vice President, Human Resources

EMPLOYEE TRAINING 

Dresser-Rand is committed to educating 

our employees as well as our business 

partners. We offer training and 

development opportunities to help 

them advance in their careers and strive 

to reach balance by promoting a culture 

of teamwork, dedication and passion. 

Dresser-Rand views employee training 

and development as a strategic investment that 

significantly contributes to the success of our 

company, our employees and our clients. We 

have safety and compliance training and other 

flagship programs that provide the leadership, 

business acumen and technical skills needed 

to support our corporate mission. We are 

expanding our programs. As we acquire new 

businesses, our training programs are vital to 

their successful integration. 

In this ever-changing marketplace, our 

employees are provided with a variety of 

educational platforms including on-line 

learning in virtual teams, hands-on product 

training, business acumen, and leadership 

development. We maintain a competitive 

edge through this continuous investment. 

We build for the future by continuing to 

enhance our well-established relationships 

with universities, colleges and technical 

institutes, and developing research 

partnerships, additional apprenticeships, and 

co-op and intern opportunities for graduates. 

Employee expertise is one our guiding 

principles and values. We believe employee 

expertise and responsibility result from 

recruiting, training and developing 

people, and by encouraging diversity in 

an environment of integrity, teamwork 

and empowerment. 

TRAINING BY CATEGORY 

35% Technical 24% Safety 

6% Legal 

35% Compliance 

TRAINING AND DEVELOPMENT 

IN 2011 

• Spent $768,000 in the United States 

on education reimbursements. 

• Graduated more than 200 employees 

globally in the Business Acumen course. 

• Graduated more than 1,000 employees 

from our Quality of Leadership program. 

• Graduated 11 employees from our 

Engineering and Financial Management 

Acceleration Programs (MAP). We 

currently have 61 employees in global 

assignments. 

LEADERSHIP DEVELOPMENT 

Through our MAP we recruit top 

engineers and financial talent globally, 

which entails rotational assignments. 

Employees graduate from this program 

with experience and exposure to our 

cross-functional business units. 

CLASSROOM LEARNING 

Our Quality of Leadership program 

helps develop exemplary leadership 

practices for employees at all levels of 

the organization. The course focuses on 

Ken Blanchard’s situational leadership 

model and Kouzes and Posner’s five 

exemplary leadership practices. The 

Quality of Leadership program has had 

more than 1,000 graduates since its 

inception in 2007. 

ON-LINE LEARNING 

Dresser-Rand University contains more 

than 100 different courses in our on-line 

catalogue. To best serve our employees 

worldwide, we offer courses in French, 

German, Italian, Spanish, and Portuguese. 

Our courses range from legal compliance/ 

regulatory, safety, and environmental 

responsibility to time management. 

Our Business Acumen course takes 

place in a virtual classroom where 

employees from around the world cover 

topics such as finance, working capital 

management, enterprise risk and mergers 

and acquisitions, to name a few. Each 

section concludes with a group project, 

where participants take turns as a team 

leader. Business Acumen enhances 

employees’ understanding of our business 

while promoting collaboration and 

teamwork. Our CEO sponsors this course, 

and it is taught by 11 senior leaders. 

SOCIETY 

PRODUCT TRAINING 

Using our training facilities, we offer 

hands-on product training. Participants 

include clients and suppliers, who learn 

alongside our employees. 

In 2011, Dresser-Rand expanded 

its training capabilities with the 

opening of a new 8,700-square-foot 

(808-square-meter) training center in 

Houston. The centerpiece of the facility is 

the large hands-on area equipped with a 

slip-resistant epoxy floor for safety. Here, 

one 15-ton and two five-ton overhead 

bridge cranes facilitate the movement 

of full-sized training equipment such 

as compressor bundles and a multistage 

steam turbine, while two half-ton jib 

cranes are available for disassembling 

and reassembling smaller components 

such as compressor cylinders and 

single-stage turbines. 

Each classroom is outfitted with 

up-to-date audio-visual equipment and 

the latest in training tools. The larger 

hands-on area and an extra classroom 

allowed us to set up permanent equipment 

workstations and computers that are 

readily available, making it more efficient 

for service personnel to meet training and 

certification requirements. To achieve 

maximum effectiveness of the new facility, 

designers employed lean methodology in 

the layout to permit several classes to be 

conducted simultaneously. 

OPTIMIZING OUR 

MANUFACTURING PROCESS 

Dresser-Rand is dedicating resources 

to teaching lean manufacturing and 

Six Sigma principles. Certified trainers 

travel to our facilities globally to educate 

employees on value stream mapping and 

set-up time reduction, and to conduct 

Kaizen events. These efforts are part of 

our Operational Excellence initiatives 

and have helped to reduce waste and 

increase throughput. 


HEALTH & SAFETY 


The safety of Dresser-Rand employees and clients is our number one 

priority. Our belief is that with disciplined processes, thought and execution, 

supported by a culture of caring for each other, we will return every 

Dresser-Rand employee, contractor and client home safely. Keeping people 

safe is not only the right thing to do, but it makes good business sense as 

well. Our clients demand outstanding safety from us. We share our clients’ 

belief that safety excellence requires the same kind of discipline as quality, 

on-time delivery and costs. We want to be the supplier of choice among 

our clients, building “loyalty for life” and recognizing that overall safety is 

their first priority, too. 

Over the last four years we have made improvements in our safety 

performance as measured by the total recordable injury rate (TRIR). We 

use the same common OSHA-Recordable definition at all of our facilities 

around the world. Also, if we acquire any company or operation, 

Dresser-Rand waits and evaluates the newly acquired company for 12 

months before incorporating its safety statistics into our global statistics. 

This provides an opportunity to build upon our safety culture and better 

reflects our performance. 

In 2008, our TRIR was 0.90; in 2009 it was 0.81; in 2010 we finished the year 

at 0.49, while in 2011 our final performance was 0.57. Our total recordable 

incident rate was in the top quartile for our industry in 2011; however, we 

did experience a tragic loss of one of our employees. As a result, our target 

of zero injuries and our mission to bring every employee home safely has 

added significance for all of us. And it’s a target that is achievable. During 

2011, two of our regions, Asia Pacific and Latin America, achieved the elite 

status of zero recordable injuries. Twenty-two of our service centers and 

five of our factories were also included in this extraordinary achievement. 

Safety is a critical, cultural value of Dresser-Rand that demonstrates our 

organization’s ethics, caring and respect for its people. It is a key ingredient 

in the glue that binds people to our organization. 

In 2012, we plan to better leverage the centralized functional HSE reporting 

relationship by providing strategic and process direction to all safety 

professionals worldwide to help improve efficiency and effectiveness. 

We recognize that we cannot achieve a TRIR of zero without becoming 

operationally excellent. Our HSE team will collaborate with our Quality, 

Process Innovation, Operations, Engineering, and Human Resources 

organizations to take a comprehensive, holistic approach to Operational 

Excellence. We will do this by identifying gaps in achieving “disciplined 

processes” and “disciplined execution” and will implement appropriate 

corrective actions. We will use safety discussions of at-risk behaviors and 

conditions as a primary rallying point in discussions with our workforce. 

Peter Salvatore 

Vice President and Chief Safety Officer

HSE MISSION 

The mission of the Dresser-Rand HSE 

team is to conduct its activities in a 

manner that protects the health and 

safety of our employees, our clients, our 

communities, and the environment in 

which we operate. The HSE team: 

• Believes that all incidents are preventable 

and continually challenges our processes 

and our practices to improve our HSE 

performance. 

• Is committed to providing our employees 

with training, knowledge and tools that 

promote health, safety and environmental 

excellence. 

• Holds personal accountability as the 

cornerstone of its beliefs and values. We 

believe that each of us has a responsibility 

for our own safety and a shared 

responsibility for the safety of others. 

Our policy is an integral component of 

the company’s visible commitment to 

corporate citizenship, social responsibility 

and employee development. 

INVOLVING OUR FAMILIES 

WITH SAFETY 

In 2011 we held many safety days and 

weeklong safety and health awareness 

events in which families were invited 

to the workplace for awareness and 

camaraderie. These events also included 

participation by local emergency 

responders (fire and police) as well 

as health care providers from local 

hospitals. The purpose of these events 

was to welcome families and friends 

of our employees to the workplace and 

to reinforce our commitment to safety 

beyond our shop and job sites. Safety 

affects all aspects of our lives—at work, 

at home and at play. Our hope is that 

everyone understands that Dresser-Rand 

truly values our employees and that we 

are steadfast in our drive to protect them 

from harm. We want our families to know 

that Dresser-Rand is a family-oriented 

company; we are all team members and 

share a common goal to create balance and 

harmony with safety in our lives. 

PROMOTING HEALTHY 

LIFESTYLES 

Dresser-Rand U.S. employees have access 

to many resources to help support, inform 

and motivate them to improve their 

health and reach the next level of wellness. 

Programs include: 

• 24/7 nurse line—around-the-clock 

toll-free support 

• Rewards for healthy living 

• Making fitness easy, fun and affordable 

• Maternity program 

• Personal health managers 

• Tobacco cessation tips 

• Weight management programs 

GAS ENGINE TECHNOLOGY 

CENTER EMPLOYEES BIKE 

TO WORK 

On June 22, 2011, more than half of the 

Dresser-Rand Gas Engine Technology 

Center office employees left their cars at 

home and participated in Bike to Work 

day in Fort Collins, Colo., USA. In total, 

the team biked 110 miles, reducing the 

overall environmental impact of their 

daily commute and promoting a healthy 

lifestyle. The Dresser-Rand Gas Engine 

Technology Center employees have 

pledged to bike a total of 4,000 miles to 

and from work. The mileage pledge is an 

employee challenge in order to maintain 

our ClimateWise Platinum status. 

DRESSER-RAND WELLSVILLE 

OPERATIONS PARTICIPATES 

IN 5K CHALLENGE 

When the second annual Balloon Rally 

and 5k Run/Walk was announced, 

the Dresser-Rand wellness team at 

the Wellsville, N.Y., operation decided 

to challenge another local employer, 

with all proceeds benefiting the local 

Island Park. The challenge was based 

upon the number of employees that each 

team had participating in the event. 

On July 16, Dresser-Rand entered 38 

employees. The team demonstrated their 

commitment to health and fitness, and 

to their community. 

Participants were Brad Billings, Tanya 

Black, Danielle Brant, Joe Callahan, 

Gus Cavalletti, Robert Chase, Jesse 

Coats, Bill Cunningham, Jim Dello, Dave 

Drew, Holly Dunaway, Mike Dunaway, 

Mary Fanton, Rhonda Geffers, Ed 

Grandusky, Cassie Hawley, Amanda 

Jadwin, Sharon Johnson, Irene Kaechele, 

Katherine Kinnicutt, Laura Kintner, Jim 

Lanzo, Lisa Lewis, Mike McGee, Joe 

Menichino, Mike Porter, Vince Rybicki, 

Shiloh Sherwood, Glenn Smith, Terah 

Soule, Sara Weller, Lisa Young, and 

Buddy the dog. Not shown: Jesse Coats, 

Sherry Fisher, Jim Biddle, Mike Babcock, 

Balbino Arevalo, and Sue Hanbach. 

AWARDS AND RECOGNITION 

RECEIVED IN 2011 

SOCIETY 

Gold Safety Award winners from Chevron El 

Segundo. Front Row (l-r): Franck Degueure, 

Suzanne Worley, Chris Grapsas, Greg Gabel, 

Kyle Nicklas, Frank Semancik. Back Row (l-r): 

Rob Marsters, Mike Riggs, Bruce Perry. 

• Dresser-Rand U.K. was commended 

by Talisman Energy for Best Individual 

Intervention 

• U.S. Field Services (PACS) Contractor 

Safety Recognition by Chevron 

• U.S. Field Services (GSE) Honorable 

Mention Safety Performance from 

Hovensa 

• Burlington (NAO) recognized by the 

Iowa-Illinois Safety Council for Incident 

Rate Less Than the Manufacturing 

Category 

• Burlington (NAO) recognized by Des 

Moines County—Waste Management 

(Landfill) for Recycling—Dropped 

Landfill Usage by 90% 

• Dresser-Rand Canada awarded 

Certificate of Achievement from 

Saskatchewan Workers’ Compensation 

Board for Making the Workplace Safer 

• Dresser-Rand Canada awarded 

Certificate of Recognition from Alberta 

government for Injury Reduction 

• Recognized by Petroleos de Venezuela, 

S.A. (PDVSA) for Excellent Profile 

and Attitude in Health, Safety and 

Environmental 

• Gold Eagle Safety Award from Chevron 

El Segundo for Excellence in the Los 

Angeles Branch 


COMMUNITY 

ENGAGING OUR 

COMMUNITIES 

• Educational partnerships 

in our main countries of 

operation 

• Employee volunteerism and 

local contribution programs 

• Enlisting local universities 

with environmental projects 


The Dresser-Rand community philanthropic programs focus on the 

communities where we operate. Our employees require a broad range of skills 

to meet the needs of the organization. Through our partnerships and funding 

initiatives, we engage and educate students, from middle school to college, 

about the opportunities available in science-based learning. We strive to give 

students the skills to handle complex economic, environmental and social 

concerns. As a technology leader in our industry, we support our communities 

by helping to develop educated citizens. 

• Since 2007, we have supported U.S. educational partnerships in New York 

State’s Southern Tier region through our support of regional schools, such as 

Saint Bonaventure University and Jamestown Community College in Olean, 

SUNY Alfred in Wellsville and Corning Community College in Painted Post. 

• Since 2009, we have held partnerships with SUNY Buffalo and with Texas A&M 

University. Partnerships in 2011 included the Rochester Institute of Technology 

and Pennsylvania State University, where students actively participate in 

applied learning at Dresser-Rand including turbomachinery R&D projects. 

• We continue to develop educational partnerships to support our global 

operations, such as the ones established in 2009 between King Fahd 

University in Saudi Arabia and Lehigh University in Bethlehem, Pa., U.S.A., and 

with Nirma Institute of Technology in India. In 2010, several partnerships were 

created or continued, including Ecole de Management de Normandie and 

Association de Formation Professionnelle de I’Industrie in Le Havre, France, 

and CESI Engineering School in Rouen, France. 

• In Germany, we have maintained several long-term relationships with 

schools, including University of Essen/Duisburg, University of Bielefeld, the 

Engineering School at FH Bielefeld and the Business School at FH Düsseldorf, 

allowing students hands-on experiences through cooperative opportunities. 

In the United Kingdom, Dresser-Rand has maintained relationships with 

Peterborough Regional College and Cranfield University in Bedford for 

continuing and higher-level education for employees. 

• Dresser-Rand and five other technology companies in Norway are parties to 

an agreement with Høgskolen i Buskerud (HiBu) Department of Technology 

to establish a three-year Systems Engineering Master’s Degree program. The 

program combines on-the-job training with studies and a semester at Stevens 

Institute of Technology in New Jersey. Students who complete the program 

receive a dual master degree from HiBu and Stevens. 

• In Indonesia, we have created relationships with Balai Latihan Kerja and 

Lembaga Pendidikan Pengembangan Profesi Indonesia, where we provide 

students with on-the-job training. 

Dresser-Rand is continuing its efforts to support and engage universities 

globally. Several additional partnerships are in the works to engage students 

around the world and encourage them to join our exciting industry. 

Mark Mai 

Vice President, General Counsel & Secretary

SOCIAL RESPONSIBILITY 

Providing energy supply for isolated 

off-grid areas is quite a challenge 

and adventure for Guascor Brazil, a 

Dresser-Rand company. The company´s 

commitment to provide continuous 

and quality power forges a long-term 

relationship with the communities 

served. Dresser-Rand hires local workers 

and provides ongoing training to 

improve technical skills. The quality of 

life within the communities served is 

enhanced by supplying power essential for 

everyday activities. 

Dresser-Rand is well aware of its role 

in these communities, and its influence 

goes beyond selling power. For example, 

the company is a sponsor of the Vaga 

Lume Association. Since 2001, Vaga Lume 

has operated in rural communities in 

the Brazilian Legal Amazon, developing 

projects in education and culture, and 

stimulating writing and speaking skills. 

The exchange takes place through libraries 

and reading mediators. In 2011, the 

association distributed more than 15,000 

new books and created 19 new community 

libraries benefiting more than 23,000 

people (according to Schools Register). 

Over time, Vaga Lume intensified its 

cultural exchanges with communities, 

creating new initiatives and expanding the 

scope of their actions. The literature, the 

expeditions, the formation meetings and 

cultural exchange are ways in which Vaga 

Lume expands the worldview of children 

and adults. Vaga Lume has become a 

well-recognized and award-winning 

institution and received the important 

UN Intercultural Innovation Award 

in 2011. 

SOLAR ENERGY 

One of the most successful and innovative 

programs that Dresser-Rand jointly 

developed with Vaga Lume was a pioneer 

training project for future users of new 

solar farms in Amazonas, Brazil. These 

solar farms are located in 12 off-grid, 

small riverside towns. Before the solar 

farms went into operation, the Vaga Lume 

Association trained representatives from 

these communities to raise awareness 

for the sustainable use of solar energy. 

The program was a complete success, 

and many other clients are now interested 

in similar programs. So as we say in Brazil: 

“This partnership promises!” 

For further information, please visit 

www.vagalume.org.br. 

Employees at Dresser-Rand’s Naroda, India, facility are helping the underprivileged 

by donating textbooks and working on community initiatives. 

COMMUNITY SERVICE 

INITIATIVE BY DRESSER-RAND 

NARODA EMPLOYEES 

A community service team was formed 

at our Naroda, India, facility to help the 

underprivileged in their community. Their 

charter specifies that they coordinate, 

mobilize and support their fellow 

employees’ efforts by donating their 

services and taking various initiatives for 

the benefit of those in need of assistance in 

the community. 

The team donated textbooks that benefited 

more than 100 children. The books were 

purchased using voluntary contributions 

from employees. 

The Naroda team is working on a number 

of community initiatives including 

donating woolen clothes, organizing 

events at an orphanage, a medical camp, a 

health awareness workshop, and planting 

saplings in the community. 

Naroda’s community service team 

members have volunteered their time, 

treasure and talent and are having a 

positive impact on their community. 

SOCIETY 

COMPRESSOR DONATION TO 

RIT PROMOTES EDUCATION AND 

RESEARCH 

Rochester Institute of Technology, 

Rochester, N.Y., received a donation of 

an advanced reciprocating compressor 

from Dresser-Rand in 2010 valued at 

$90,000. It was installed in the Kate 

Gleason College of Engineering and is 

being used by faculty and students on 

multidisciplinary design projects and 

research. The university is using the 

equipment for educational laboratorystyle 

experiments for several engineering 

courses, senior-design teams and co-op 

project experiences. Its primary function 

is to support graduate research in machine 

health monitoring and fault detection. In 

2011, Dresser-Rand made an additional 

donation of a data acquisition system, 

valued at $45,000, to further support work 

being done in that area. Both donations 

are part of the Dresser-Rand University 

Project Sponsorship program designed to 

provide universities with equipment and 

information to help advance knowledge of 

the engineering workforce and further the 

company’s initiatives, from recruitment 

to research. 


In February 2011, Dresser-Rand 

employees provided home repairs for 

a family in Needville, Texas. Shown are 

field service coordinator Don Greer and 

Charlie Carnes from the Houston Training 

Center, and field service technicians 

Benjamin Barclay, Daniel Scalfaro, 

Jerry Carnes, and Pappy Colvin from 

the Naperville, Ill., Service Center. 


BRAZIL TEAM DONATES MORE 

THAN 2,000 POUNDS OF FOOD 

The Brazil Service Center collected about 

2,244 pounds of food for the Paulo Freire 

Institute during their annual Health and 

Safety Week, helping approximately 120 

needy children. 

Congratulations to the entire Brazil team 

for such a fantastic accomplishment, and 

to the 2010–11 Brazil Safety Commission 

Team for launching the campaign. 

The team was formed by the following 

employees: Fabricio Braga, Antonio 

Barros, Arthur Moura, André Macorin, 

Reinaldo Celestino, Marco Antonio, and 

Reinaldo Miranda. 

The Freire Institute is an organization 

committed to community-based learning. 

FAMILY HELPS WITH TORNADO 

CLEANUP IN ALABAMA 

In April 2011, a violent tornado outbreak 

devastated the small Alabama community 

of Harvest. After viewing pictures of the 

destruction, Kyle DeBerg, a Dresser-Rand 

senior designer from Burlington, Iowa, his 

wife Nora and their five children, ranging 

in age from 12 to 21, spent their family 

vacation in Harvest helping with the 

cleanup. The DeBerg family unanimously 

agreed to make the 10-hour trip and spent 

most of their time helping a local retired 

couple attach tarps to the roof of their 

home, tear down damaged buildings and 

clear debris. 

VOLUNTEERS ASSIST WITH 

HURRICANE RELIEF EFFORTS 

In late August 2011, tropical storm 

Irene struck several states, including 

New York and New Jersey, producing 

heavy rainfall that resulted in extensive 

flooding. Seven Dresser-Rand employees 

from the company’s Wellsville, N.Y., 

facility traveled to Greene, Rockland 

and Schoharie counties in New York, 

to help victims of the storm by pumping 

water out of basements, salvaging personal 

belongings from damaged residences, 

and conducting door-to-door checks 

on residents in areas that suffered 

extensive damage and flooding. They 

also provided relief for local firefighters 

in those counties, many of whom had 

not had the opportunity to check on 

their own homes following the storm. 

All seven employees serve as volunteer 

firefighters with different fire departments 

in Allegany County.

SUPPLIERS 

ENGAGING OUR SUPPLIERS 

• Supplier globalization 

• Operational excellence 

• Safety and compliance 

• Technology-based risk 

management 

SOCIETY 

Our business model requires strong, enduring supplier relations with 

globally competitive companies. In 2011, we spent approximately $1.1 billion 

with suppliers for engineering, manufacturing and services. We view our 

supply chain as an extension of our manufacturing network. Training and 

knowledge transfer helps new and established suppliers provide consistent, 

efficient and safe delivery of our products and services. Contractual 

requirements with our suppliers include the normal commitments to 

quality and on-time delivery; however, we also include requirements for 

implementation of a sustained continuous improvement program and 

adherence to our Supplier Code of Conduct. The latter is particularly 

important as our supply chain is globally expanded. 

Both in 2011 and continuing in 2012, global supply chain expansion is 

imperative and includes added focus in Brazil, Saudi Arabia, India, and 

China. The expansion is particularly important in sustaining our expanded 

client support in those regions. 

Our requirements are the same for any supplier, independent of region, 

with an overall focus on Operational Excellence—quality, cycle time and 

total value. 

As an advocate of minority and small business development, we are fully 

committed to the economic growth and development of minorities, women, 

veteran-owned, and small business enterprises, spending approximately 

$200 million with them in 2011. We embrace our social responsibility to 

support businesses locally, regionally and nationally where we conduct 

business. We recognize the importance of maximizing our procurement 

opportunities to welcome diverse business enterprises with compatible 

value propositions. 

By identifying and strategically aligning strong suppliers capable of 

adding value to our business needs, we are able to provide a competitive 

advantage in the marketplace while fulfilling the expectations of our clients 

to support minority business development. Our efforts to proactively seek 

qualified suppliers and share with them potential business opportunities 

are never-ending. In 2011, we continued our participation in a variety of 

affiliate outreach trade fairs, procurement forums and company/supplier 

matchmaking events nationwide. 

Expansion of our supply chain also requires skill, competency and talent 

growth within the functional discipline. It requires higher skill sets and 

understanding of global complexities. We have committed to training and 

recruitment to meet these ends. 

It is always the talent in our organization that drives the success of this critical 

element of our business. 

Ken Marcia 

Vice President, Worldwide Supply Chain & Process Innovation 

CORPORATE SUSTAINABILITY REPORT 29 


USING TECHNOLOGY TO 

IMPROVE LIVES 


Access to electricity and drinkable water remains a common problem for 

hundreds of millions of people living in remote locations around the world. 

Bringing electricity to these remote communities in a conventional manner 

is expensive because of the need for hundreds of miles of power lines. The 

distance electricity would need to travel from the power plant would result 

in large load losses along the way. In addition, building miles and miles of 

power lines can damage the ecosystem in these remote areas. 

Dresser-Rand, through its acquisition of Guascor, has the expertise and 

technology to provide power in off-grid rural locations by means of diesel 

generation or photovoltaic (PV) systems (as shown at left). 

Dresser-Rand provides distributed power to 56 off-grid locations in Brazil. 

We also operate four equipment recovery centers in the Amazon region. 

Engines from power generation sets that cannot be economically repaired 

are recovered, disassembled, refurbished and inventoried for future engine 

repairs. This process reduces raw material consumption and pollution 

related to the manufacture of new parts. 

The majority of rural electrification projects using photovoltaic systems are 

based on individual kits. Each house has its own panel, regulator, battery 

and, if necessary, a solar inverter. 

Maintenance is often neglected because of the distance the provider might 

need to travel to work on the kit. Consequently, the solar kits tend to suffer 

irreparable damage within a few years. 

Dresser-Rand, in conjunction with other companies, provides utilities 

throughout the Amazon with reliable and proficient O&M capability, helping 

to keep a dispersed set of PV installations running. The aim of the project is 

to establish guidelines for companies maintaining an efficient, sustainable 

rural electrification infrastructure. 

Dresser-Rand also develops centralized power generation systems 

(“mini-grid” systems) using PV solar energy. These mini-grid systems tie 

the PV generation system (solar panels, controller, batteries, and inverter) 

to a central location within a village and connect power lines to each house. 

Photovoltaic generation systems are a sustainable resource that offers the 

end user environmental, economic and social benefits. 

The advantages of the mini-grid system compared to individual kits include: 

• Continuous availability of photovoltaic generation 

• Increased energy availability 

• Grid expansion to new housing at reduced cost 

• Public street lighting 

• Remote system monitoring 

The main advantage of distributed power generation solutions, whether 

engine-based or based on solar PV energy, is that they are available to 

most rural villages. 

Asier Alea 

Business Development Manager—Environmental Solutions

CASE STUDIES 

PIG MANURE MANAGEMENT 

The Spanish swine herd amounts 

to more than 25 million head (20% 

of the entire EU), and generates 

about 50 million cubic meters of 

pig manure each year. 

Pig manure (slurry) is used to 

fertilize crops because it is high in 

nutrients. However, the use of the 

nitrate-rich manure in certain rural 

areas has resulted in soil and water 

contamination. Restrictions have 

been imposed in areas designated 

“vulnerable,” and the slurry must 

be treated to prevent negative 

environmental impact. Treatment 

costs are high and damaging to the 

farming economy. 

Dresser-Rand developed a 

proprietary slurry treatment 

technology. This technology uses 

an engine-based process to dry the 

pig manure, converting it to a dry 

WIND ENERGY 

Wind energy is currently one of the 

most tested and efficient forms 

of all renewable energies. It does 

fertilizer. It was first used in a slurry 

treatment plant in Catalonia, Spain, 

which became operational in 1999. 

Today, there are six such plants with 

approximately 40 Guascor engines 

in operation, treating 100,000 cubic 

meters of pig manure per year. 

Manure is transported to a slurry 

treatment plant, and the organic 

fraction is transformed into a fertilizer. 

This technology is important because 

it stops nitrogen compounds 

from contaminating the soil and 

groundwater and eliminates odors 

and methane emissions from the 

slurry. In addition, it creates a dry 

fertilizer or degradable sludge with 

high agronomic value. 

Compliance with the strict 

environmental criteria has already 

allowed the installations to receive 

environmental certification 

UNE-EN-ISO-14001. 

not pollute, it is inexhaustible and it 

reduces use of fossil fuels, helping 

to reduce carbon emissions. 

The electricity produced by a wind 

turbine is void of CO2 emissions 

(responsible for the greenhouse 

effect), and SO2 and NOX emissions 

(responsible for acid rain). 

Furthermore, and contrary to what 

can happen with conventional 

energies, wind power produces no 

adverse environmental impacts to 

ground water and aquifers. 

The wind farms maintained by 

Dresser-Rand throughout the Iberian 

Peninsula generate approximately 

1,060 GWh of electricity per year, 

which is equivalent to the power 

consumption of 235,000 households. 

Compared to conventional power 

alternatives, these wind farms 

produce significantly lower levels 

of emissions. On an annual basis, 

the reduction in emissions to the 

ENVIRONMENT 

atmosphere is estimated to be 

approximately 636,333 tons of 

CO2, 1,410 tons of SO2 and 1,771 

tons of NOX. Wind power represents a great 

opportunity for local development 

in disadvantaged areas because 

remote, off-grid areas can gain 

access to electricity and land 

owners to economic resources. 

Dresser-Rand recruits local 

personnel to operate and maintain 

(O&M) the wind farms, creating jobs 

locally. 

Dresser-Rand wind O&M technicians 

assist with the maintenance of wind 

farms in Mexico, Morocco, Egypt, 

Dominican Republic and China, 

among others. These technicians 

work closely with local technicians 

on corrective and preventive 

maintenance. They also transfer 

skills and know-how to increase 

local self-reliance. 


SECTION 3 

GOVERNANCE 

Dresser-Rand promotes the HIGHEST STANDARDS of governance. These standards remain at the 

core of our company’s reputation and stability and provide a foundation upon which we are able to 

serve our stockholders, employees, clients, suppliers, and other stakeholders with passion, hard 

work, confidence, and an INNOVATIVE SPIRIT. Beyond our long-standing commitment to abide by 

laws and regulations applicable to us, we work hard to engender a culture of conducting ourselves 

ethically. Simply put, our management team continually encourages our workforce to do their jobs 

THE RIGHT WAY. Our governance systems are the cornerstone of our corporate management and, 

in conjunction with our principles and values, guide the decisions and actions of all employees. 



Provide periodic reporting to the Board 

with respect to the company’s risk 

management and mitigation program 

Improve our program for implementing, 

reviewing and communicating our 

corporate policies 

Address global legislative developments 

relating to combating corruption 

Improve the effectiveness of the company’s 

hotline review and resolution process 

Continue to leverage the organization’s 

investment in Global Singular Processes 

Provided periodic updates to 

the Board 

Developed process to ensure greater 

consistency in communication and 

training for newly adopted or amended 

policies; executed compliance training 

for Guascor employees 

Implemented new global anti-corruption 

policy with a supplement addressing the 

U.K. Bribery Act; conducted employee 

training; enhanced Due Diligence review 

process for third-party intermediaries 

Provided additional training for 

employees who investigate hotline 

reports; developed process for Internal 

Audit to monitor implementation of 

designated corrective actions 

Completed GSP implementations in Olean, 

N.Y., and Dubai; implemented customer 

relationship management for D-R Services

2012 GOALS 

Provide periodic reporting to the 

Board with respect to the company’s risk 

management and mitigation program 

Enhance Board governance through the 

adoption of a majority voting standard 

for uncontested director elections 

Continue improving our program 

for implementing, reviewing and 

communicating our corporate policies 

Respond to regulatory developments relating 

to governance and disclosure issues 

Identify critical process controls for key work 

streams; continue to expand the GSP footprint 

into new locations, including Canada 

GOVERNANCE 


OUR APPROACH TO 

GOVERNANCE 

BOARD OVERSIGHT 

The business and affairs of the company 

are managed by or under the direction 

of its Board of Directors, comprised of 

eight members, each of whom is elected 

annually. With the exception of Vincent 

R. Volpe Jr., our president and CEO, all of 

our directors are independent, including 

the Chairman of the Board, William E. 

Macaulay. More information about our 

directors, including their backgrounds, 

can be found in our Proxy Statement, 

which is available on our website. 

At its February 2010 meeting, the Board 

approved the Dresser-Rand Sustainability 

Principles, which apply to our strategic 

decision-making at all levels of the 

organization. Our CEO directs the 

Dresser-Rand Sustainability Council 

with oversight from the Board. The 

CEO and other officers’ and managers’ 

performance reviews include assessment 

of their success in achieving certain 

sustainability objectives. Improving 

our safety performance is an objective 

of all our key managers. Consistent with 

market practices, non-employee directors 

are paid compensation for their services, 

which includes an annual cash retainer, 

grants of restricted stock, meeting fees, 

and fees for serving as a committee 

BOARD OF DIRECTORS 

chairperson. Further information 

regarding director compensation can 

be found in our Proxy Statement. 

There are three standing committees 

of the Board: Audit, Compensation, 

and Nominating and Governance. All 

committee members, including the 

chairs, are independent. Each standing 

committee annually reviews its written 

charter and conducts a self-evaluation. 

The Board reviews its performance 

annually under the direction of the 

chairperson of the Nominating and 

Governance Committee. 

GOVERNANCE DOCUMENTS 

The company’s Corporate Governance 

Guidelines, Code of Conduct and 

the charters of its Audit Committee, 

Nominating and Governance Committee, 

and Compensation Committee are 

available on the company’s website at 

www.dresser-rand.com/corpgov. In 

conjunction with our Enterprise Risk 

Management program, these core 

documents direct the Board’s activities 

and address the Board’s responsibilities, 

which include, through oversight and 

direction of management, reviewing 

the company’s business strategies and 

financial performance, compensating 

William E. Macaulay Vincent R. Volpe Jr. Philip R. Roth Rita V. Foley 

and developing senior managers, insuring 

appropriate processes for promoting the 

integrity of the conduct of our employees 

and our financial reporting, and promoting 

our compliance with all applicable laws 

and regulations in the countries where we 

operate. 

GLOBAL SINGULAR PROCESS 

To increase process discipline and 

information sharing across global 

operations, we are implementing Oracle® 

software. We refer to this common 

approach as the Dresser-Rand Global 

Singular Process, or GSP. When we identify 

a best practice as part of our quest for 

Operational Excellence, we seek to 

uniformly adopt it across the enterprise. 

In February of 2011, GSP went live 

in Olean, N.Y. Additionally in 2011, 

GSP was implemented to support the new 

Dresser-Rand materials center in Dubai. 

This included integration with third-party 

logistics providers for automation across 

the value chain, increasing efficiency and 

customer responsiveness in the region. GSP 

went live in Canada in February 2012. We 

continue to leverage the common platform 

to improve financial transparency and 

enable Operational Excellence across the 

organization. 

Stephen A. Snider

SUCCESSION PLANNING 

The Board plans for succession to the 

position of CEO as well as other senior 

management positions. To assist the 

Board, the CEO annually provides 

the Board with an assessment of senior 

managers and of their potential to succeed 

him. He also provides the Board with an 

assessment of persons considered potential 

successors to certain senior management 

positions. The Board meets annually to 

evaluate such succession and to oversee 

the company’s management development 

process. A procedure has been adopted 

to facilitate communication and outline 

a process in the event our CEO is unable 

to perform his duties due to unforeseen 

circumstances. 

ETHICAL BUSINESS PRACTICES 

Dresser-Rand has a robust program 

of policies and procedures that guide 

our decisions. We are in the process of 

reviewing and categorizing these to better 

ensure that the right people are getting the 

right information in a timely manner to 

improve decision-making. 

Chief among our policies is our Code 

of Conduct, which is applicable to all 

directors, officers and employees. It 

includes provisions relating to ethical 

conduct, conflicts of interest and 

compliance with the law. The Code 

outlines the values and standards of 

behavior that make Dresser-Rand a 

trusted and respected organization. It is 

each employee’s responsibility to exercise 

sound business judgment and act honestly, 

ethically and with integrity. 

Employees receive training through 

computerized modules. We hold an 

annual worldwide Management Meeting 

with approximately 145 managers 

participating, where we review and discuss 

infractions of the Code in the prior year 

and the disciplinary consequences. 

Reporting unethical or illegal behavior 

is the responsibility of every employee. 

Employees who discover a potential 

violation of the Code are encouraged 

to call our confidential and, where 

permitted by applicable law, anonymous 

Ethics Hotline. The hotline is available 

in most countries in which we operate. A 

third-party provider tracks the number of 

calls and the basic nature of them. These 

and communications received directly by 

management are reviewed quarterly by 

the Audit Committee of the Board and 

annually by the full Board. An Ethics 

Committee established by the CEO 

reviews disciplinary recommendations 

resulting from significant violations to 

the Code to determine whether discipline 

is appropriate and to ensure consistency 

throughout the organization. Following 

review by the Ethics Committee, our vice 

president of Internal Audit monitors the 

implementation of any disciplinary or 

other corrective actions. 

There were a total of eight incidences 

of alleged discrimination reported in 

2011 (four of which involved EEOC 

complaints, while the others were through 

our Ethics Hotline). Regarding each 

of these allegations that has not been 

resolved, we are defending our actions 

through due process. 

Louis A. Raspino Michael L. Underwood Joseph C. Winkler 

GOVERNANCE 

Since 2007, the company has continued 

to contest allegations that it engaged 

in unfair labor practices in connection 

with the handling of a lockout of its 

employees at its Painted Post, N.Y., facility 

after a strike. See the company’s periodic 

filings with the Securities and Exchange 

Commission for further discussion. 

Our Whistleblower Policy, available 

at www.dresser-rand.com/corpgov/ 

whistleblower.php, protects employees 

against retaliation. 

HUMAN RIGHTS 

The diversity of our employees is a 

tremendous asset. We provide equal 

opportunity in all aspects of employment 

and will not tolerate discrimination or 

harassment of any kind. Derogatory 

comments based on racial or ethnic 

characteristics, unwelcome sexual 

advances and similar behavior are 

prohibited. Employees receive annual 

training on our anti-harassment policy. 

In addition to the direction they receive 

in the Code of Conduct, their actions 

are guided by our policies on equal 

employment opportunities, harassment, 

workplace violence prevention, and 

retaliation. We do not face issues of 

child or forced labor. Dresser-Rand 

supports the Universal Declaration of 

Human Rights adopted by the United 

Nations in 1948. 

ADVISORY DIRECTOR 

Joseba Grajales

LOBBYING AND POLITICAL 

CONTRIBUTIONS 

Our limited lobbying activities are 

used to support sales and community 

relations in the U.S. Total expenditures 

in 2011 were less than $200,000 with 

$100,000 going to the Coalition to 

Advance Renewable Energy through 

Bulk Storage, an association promoting 

compressed air energy storage (CAES) 

solutions before Congress. In addition, 

during 2011 Dresser-Rand was a member 

of the U.S. Chamber of Commerce, 

which is the world’s largest business 

federation, representing the interests 

of more than three million businesses, 

as well as state and local chambers and 

industry associations. Dresser-Rand has 

not made political contributions and 

does not currently have a political action 

committee. However, certain management 

members make political contributions. 

MARKETING COMMUNICATIONS 

All marketing materials are reviewed 

internally to ensure they adhere to relevant 

laws, standards and internal guidelines, 

and to ensure they do not infringe on 

any third-party trademarks or copyrights. 

We have not been subject to any fines 

in 2011 for noncompliance with laws 

concerning the marketing of our products 

and services. 

The company has a number of policies 

that promote the adherence to laws 

related to marketing communications, 

such as advertising, promotion and 

sponsorship. Among these are our 

Code of Conduct, our Media Contact 

and Communications Policy, and 

our Policy on Fair Disclosure. Any 

information presented on our website, 

or set forth in advertisements and product 

literature is prepared and reviewed 

by subject matter experts, reviewed 

by our Director, Market Services, and 

finally reviewed by the company’s 

Disclosure Committee, or subcommittees 

thereof, prior to being distributed. 

Moreover, all press releases and articles 

intended for public distribution are 

approved by the company’s Disclosure 

Committee, or subcommittees thereof, 

prior to publication. This process is 


undertaken to ensure the accuracy of 

the information being disseminated, 

and in-house counsel also reviews the 

materials for legal compliance. 

COMPLIANCE 

It is Dresser-Rand’s goal to periodically 

train all of its employees in the Code 

of Conduct, the global anticorruption 

policy and other significant company 

policies. During 2011, the company 

was not the subject of any legal actions 

alleging anticompetitive behavior, and no 

significant fines or sanctions were assessed 

against or paid by the company in 2011 

for noncompliance with laws 

and regulations. 

ABOUT THIS REPORT 

This is our third Sustainability Report. 

Our goal is to provide a balanced view 

of the key issues we face and outline 

the major achievements we have made 

that affect Dresser-Rand stakeholders 

across environmental, social and 

governance areas. 

SCOPE 

This report, published in June 2012, 

covers information across our global 

operations for the year ended December 

31, 2011, unless otherwise noted. We 

include information from previous years 

where it is appropriate to provide context. 

Dresser-Rand is reporting on the 

operations for which it has operational 

control, including as applicable, all 

business units, joint ventures and facilities 

owned or under lease (for example, office 

and vehicle leases). For acquisitions, we 

report information commencing from 

the date the transaction is completed. 

Currency is reported in U.S. dollars. 

HISTORY OF SUSTAINABILITY 

Sustainability is not a new concept. 

Dresser-Rand and its legacy companies 

have been providing energy-efficient 

solutions to clients and supporting 

communities for many years. This report 

represents a snapshot of our progress to 

date, and expands upon our capacity to 

measure and document our progress with 

regard to corporate responsibility. Our 

Sustainability Council, comprised of a 

passionate, cross-functional group 

of senior executives, is guiding our 

evolution as we implement initiatives 

to drive us toward improved performance. 

We believe we are making good progress 

and look forward to regularly reporting 

on this progress. 

REPORT CONTENT 

In determining the scope of this report, 

we looked at the best practices in 

reporting. We are pleased to be reporting 

at level B, according to the Global 

Reporting Initiative G3 Guidelines 

(www.globalreporting.org). Responses 

used data that were available to 

Dresser-Rand, and recognized standards 

(e.g., the Greenhouse Gas or GHG 

Protocol) were used to calculate the 

indicators. To determine the information 

material to our performance, we also 

reviewed a variety of resources, including: 

• Corporate plans, strategies, policies, 

and initiatives 

• Input from our Board of Directors 

• Client feedback 

• Stockholder dialogue and financial 

analyst input 

• Employee and community input 

• Media coverage 

• Industry benchmarking 

• Issues ranking from the Sustainability 

Council 

REPORTING GOALS 

Our goal is to engage our stakeholders 

and solicit their views on this report’s 

coverage and transparency. We 

will use their input to improve our 

communications going forward. 

Environmental data has been collected 

and verified by a leading energy consulting 

and management company. (At this 

time, we have not undertaken additional 

third-party assurance.) 

FEEDBACK 

We welcome feedback about this 

report. If you have any questions 

or comments, please email: 

sustainability@dresser-rand.com

GOVERNANCE 


GLOBAL REPORTING INITIATIVE (GRI) INDEX 

PROFILE GRI# DESCRIPTION PAGE 

STANDARD DISCLOSURES: PROFILE 

Strategy & Analysis 1.1 CEO Letter to Stakeholders 

Statement from the most senior decision-maker of the organization (e.g., CEO, chair, 

or equivalent senior position) about the relevance of sustainability to the organization 

and its strategy. 


1.2 Key impacts, risks and opportunities 

Description of key impacts, risks, and opportunities. The reporting organization 

should provide two concise narrative sections on key impacts, risks, and opportunities. 

Section One should focus on the organization’s key impacts on sustainability 

and effects on stakeholders, including rights as defined by national laws and relevant 

internationally agreed standards. Section Two should focus on the impact of sustainability 

trends, risks, and opportunities on the long-term prospects and financial 

performance of the organization. 

ORGANIZATIONAL PROFILE 

2.1 Name of the organization IFC 

2.2 Primary brands, products and/or services IFC 

2.3 Operational structure of the organization IFC, 33 

2.4 Headquarters location IFC 

2.5 Countries in which the company has operations IFC 

2.6 Nature of ownership and legal form IFC 

2.7 Markets served IFC 

2.8 Scale of the company IFC 

2.9 Significant size, structure or ownership changes in 2011 (N/A) 2 

2.10 

REPORT PARAMETERS 

Awards received in 2011 25 

Report Profile 3.1 Reporting period 36 

3.2 Date of most recent previous report 36 

3.3 Reporting cycle 36 

3.4 Contact point for questions about the report 36 

Report Scope 

3.5 Process for defining report content 36 

& Boundary 

3.6 Boundary of the report 36 

3.7 State any specific limitations on the scope or boundary of the report 36 

3.8 Reporting on other corporate entities or subsidiaries 36 

3.9 Data measurement techniques and the basis of calculations 36 

3.10 Re-statements of information 36 

3.11 Significant changes from previous reporting periods NA 

GRI Content Index 3.12 GRI Index 38, 39 

Assurance 3.13 Accuracy and completeness of report 36 

GOVERNANCE, COMMITMENTS & ENGAGEMENT 

Governance 4.1 Governance structure of the organization 34 

4.2 Indicate whether the Chair of the Board is also the CEO 34 

4.3 Independence of the Board 34 

4.4 Shareholder and employee feedback mechanisms 35 

4.5 Linkage between performance and executive compensation 34 

4.6 Conflicts of interest 35 

4.7 Qualifications of the Board 34 

4.8 Relevant corporate mission, values, codes of conduct, and principles IFC, 3, 4, 25, 26 

4.9 Board oversight with regards to risks, opportunities and international standards 34 

4.10 Processes for evaluating the Board’s own performance 34 

Commitments to 

4.11 How the precautionary principle is addressed Online 

External Initiatives 

4.12 Externally developed charters, principles or other initiatives 35 

4.13 Memberships 6, 36 

2 

4-7

PROFILE GRI# DESCRIPTION PAGE 

GOVERNANCE, COMMITMENTS & ENGAGEMENT (CONT.) 

Stakeholder 

Engagement 

4.14 Stakeholder groups engaged by the organization 6, 7 

4.15 Basis for identification and selection of stakeholders with whom to engage 6 

4.16 Approaches to stakeholder engagement 6 

4.17 Key topics raised through stakeholder engagement 6, 7 

STANDARD DISCLOSURES: PERFORMANCE INDICATORS 

Environmental DMA Disclosure of management approach Online 

Energy EN3 Direct energy consumption by primary source Online 

EN4 Indirect energy comsumption by primary source Online 

EN5 Energy saved due to conservation and efficiency improvements 16, 17 

GOVERNANCE 

EN6 Energy-efficient or renewable energy-based products, and subsequent energy savings 13, 15, 30, 31 

EN16 Total direct and indirect GHG emissions by weight Online 

Emissions, Effluents & Waste EN18 Initiatives to reduce greenhouse gas emissions, and reductions achieved 16, 17 

EN23 Total number and volume of significant spills Online 

Compliance EN28 Fines for non-compliance with environmental regulations 36 

Human Rights DMA Disclosure of management approach Online 

Investment & Procurement HR4 Total number of incidents of discrimination, and actions taken 35 

Labor Practices and Decent Work DMA Disclosure of management approach Online 

Employment LA1 Workforce by employment type, employment contract and region IFC 

Labor & Management Relations LA4 Percentage of employees covered by collective bargaining agreements 20 

Occupational Health & Safety LA6 Workforce represented in health and safety committees Online 

Training & Education LA10 Average hours of training per employee by employee category 23 

Society DMA Disclosure of management approach Online 

Corruption SO3 Percentage of employees trained in anti-corruption policies 36 

Public Policy 

SO5 Public policy positions and lobbying 36 

SO6 Political contributions 36 

Anti-Competitive Behavior SO7 Legal actions for anti-competitive behavior, anti-trust and monopoly practices 36 

Compliance SO8 Significant fines and sanctions 36 

Product Responsibility DMA Disclosure of management approach Online 

Customer Health & Safety PR2 Non-compliance with product health and safety regulations 36 

Marketing Communications PR6 Programs related to marketing communications 36 

PR7 Number of non-compliance marketing incidents 36 

Compliance PR9 Significant fines for products and services non-compliance 36 

Economic DMA Disclosure of management approach Online 

Economic Performance EC1 Direct economic value generated and distributed IFC 

EC2 Risks and opportunities due to climate change 12 

EC3 Defined benefit plan obligations IFC 

Market Presence 

EC6 Locally-based suppliers 29 

EC7 Local hiring in the community 20, 21 


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