While all Performance Standards are applicable to this investment, IFCs environmental and social due diligence indicates that the investment will have impacts which must be managed in a manner consistent with the following Performance Standards. If IFCs investment proceeds, IFC will periodically review the the project’s ongoing compliance with the Performance Standards

PS 1 – Assessment and Management of Environmental and Social Risks and Impacts
PS 2 - Labor and working conditions
PS 3 - Resource Efficiency and Pollution Prevention
PS 4 – Community Health, Safety and Security
If IFC’s investment proceeds, IFC will periodically review the the project’s ongoing compliance with the Performance Standards

The Project has been assessed as an E&S Category B investment. Category B projects according to IFC’s E&S Review Procedure are those that result in a limited number of specific E&S impacts that can be avoided or mitigated by adhering to industry recognized standards, guidelines and design criteria. Key findings of the appraisal that determined categorization included:

- The scope of the Project covers a limited footprint of the well established existing assets of West Bakr and West Gharib having been in operation since 1980 and 2000 respectively.
- TransGlobe operations present potential E&S impacts and risks that are typical for small-scale oil and gas activities. These impacts and risks can be readily identified and avoided or reduced by following good international industry practice.
- The proposed investment covers only development and/ or exploration of existing sites, none of which present any high environmental or social risk.
- TransGlobe is strongly committed to effective E&S management and as part of IFC’s investment the Company has assigned budget and resources to develop a comprehensive corporate level Environment and Social Management System (“ESMS”), consistent with IFC’s Performance Standards, complementing existing asset level HSE systems.
- There are no offshore activities as part of this investment.
- Future field-development and/ or exploration activities will be assessed on a case by case basis before the activities begin through an appropriate level of environmental and social assessment aligned with both national regulatory standards and consistent with IFC’s Performance Standards and applicable EHS guidelines.

No significant E&S sensitivities have been found at existing or recently acquired TransGlobe operated locations. TransGlobe’s existing procedures includes processes for the identification of E&S impacts and risks prior to entering new exploration areas and producing assets (including environmental audits, baseline studies and E&S impact assessments). Proposed activities can therefore be assessed on a case by case basis before activities begin and E&S management measures commensurate with the identified impacts and risks can then be developed and implemented where necessary.

Key risks and issues related to this investment include the Company’s capacity to: i) undertake adequate social and environmental assessment commensurate with the impacts of the Company’s projects during operational exploration and development phases including the assessment of potential cumulative impacts; ii) manage the social, environmental, health and safety performance of its contractors in accordance with good international industry practice; iii) ensure fair, safe and healthy working conditions during construction and operations for direct employees as well as for the contract workers; iv) ensure proper handling of hazardous materials, and management of air emissions, wastewater, solid and hazardous waste during construction and operations; v) ensure appropriate management of the impacts of construction and operations on local ambient air quality, community health, safety and security and consult and engage with potentially project-affected communities; and vi) minimize adverse impacts of construction and operations on the natural flora and fauna within a project’s area of influence.

Environmental, social, health and safety issues that require ameliorative measures are included in the Environmental and Social Action Plan (ESAP) and will be addressed by the Company. E&S issues relating to the investment are summarized below along with specific information on how potential impacts and risks are addressed by the Company. Upon implementation of the featured mitigation measures described below and in the attached ESAP, the project will comply with environmental and social requirements, namely the laws and regulations of Egypt, recognized good international industry practice and IFC’s Performance Standards on Social and Environmental Sustainability.

IFC's appraisal considered the environmental and social management planning process and documentation for the project and gaps, if any, between these and IFCs requirements. Where necessary, corrective measures, intended to close these gaps within a reasonable period of time, are summarized in the paragraphs that follow and (if applicable) in an agreed Environmental and Social Action Plan (ESAP). Through the implementation of these measures, the project is expected to be designed and operated in accordance with Performance Standards objectives.

The West Bakr facilities were first commissioned in 1980 prior to the introduction of Law 4 of 1994. Developments that have occurred post 1994 have been developed and approved under the Egyptian Environmental regulations, Law 4 of 1994. Additional environmental assessments have occurred on a well by well basis as new discoveries have been made along with the respective wells being introduced. At present, West Bakr has established an HSE policy and operates an integrated health, safety and environmental management system organized and certified to comply with ISO14001 and ISO18001 standards. The West Bakr ESMS covers roles, responsibilities, risk assessment procedures, environmental aspects identification procedures, objectives and programs, training, communication and control, emergency response and incident investigation, auditing, corrective and preventative action procedures, permit to work processes and procedures, contractor management and monitoring and measurement. HSE handbooks are supplied to all staff and contractors in both Arabic and English languages.



Petrodara (West Gharib concession) operates an ESMS and has an established HSE Policy consistent with the requirements of the Egyptian General Petroleum Corporation (“EGPC”) the Egyptian national oil and gas regulator and 50% owner of the joint venture operating companies. The management system also covers aspects outlined above, although is generic to EGPC operations. Consequently, Petrodara are currently reviewing the existing ESMS. Given the proximity of Petrodara operations to West Bakr, TransGlobe is seeking to harmonize the two management systems and is also seeking to certify the Petrodara management system to ISO14001 and ISO 18001 during 2013. The revised management system is subject to EGPC review.



Both Petrodara and West Bakr have full time HSE managers with supporting HSE teams who report to the respective Field General Managers. As outlined previously, asset expansion and drilling activities which have occurred after 1994 have been assessed and approved against Law 4 of 1994. Exploration activities undertaken by TransGlobe to date have been approved by the Egyptian environmental regulator (the “Egyptian Environmental Affairs Agency” or “EEAA”) prior to the commencement of all drilling activities.



At the corporate level, TransGlobe has established an HSE policy which is subject to periodic review, covering health and safety in the work place and environmental protection. The corporate HSE manager, located in Cairo, monitors TransGlobe operated assets and reports directly to the Egypt country manager. TransGlobe develops an annual HSE plan identifying objectives for the coming year, along with KPI’s and financial and personnel resources specific to those objectives. Objectives for 2012 included the commencement of the ISO certification of the Petrodara ESMS, implementation of an HSE Tour schedule to be undertaken by senior TransGlobe management, instal
lation of driver monitoring systems for Petrodara and West Bakr vehicles, the review of the contractor HSE performance, and corporate wide HSE knowledge management and dissemination.



TransGlobe has established a reporting and monitoring system that starts on location with field staff and is documented and reported throughout the organization up to and including quarterly reports prepared by the HSE Manger in Egypt and delivered to the full Board of Directors by the Chief Operating Officer. Reporting directly to the Country Manger in Egypt, the HSE Manger is responsible for the development and implementation of the Company’s HSE policies and procedures in Egypt. In addition to the regular reporting, an emergency response plan is in place to report and if necessary respond to environmental or safety issues as they arise in the TransGlobe operated properties and offices, and non-operated properties which TransGlobe has an interest. Minor localized drills have been enacted to test and improve the emergency response performance. The TransGlobe Cairo Managers include the Country Manager, the HSE Manger, the General Managers of the Joint venture operating companies and the Operations Managers.



The reporting system for operated assets and properties includes i) daily HSE reports as sent from TransGlobe operations to Cairo and Calgary, ii) weekly review meeting for Management Team including review of HSE actions and bi-weekly video conference between PD and Calgary, iii) monthly meetings are held in the field with the Field Managers to discuss the coming month’s HSE issues and initiatives, iv) dedicated Contractor meetings are held to engage the significant 3rd party workforce to communicate and reinforce the Company’s HSE commitment, v) quarterly meetings are held in the field/ or Cairo office with the field Managers and the Cairo Managers to review and discuss the quarter’s HSE issues and initiatives, vi) a formal Quarterly HSE report is prepared in Cairo and forwarded to Calgary, vii) a Quarterly HSE report is prepared by the Company Chief Operating Officer and presented to the TransGlobe Board of Directors every Quarter, viii) the Company contracts 3rd party consultants to conduct Environmental audits (on acquisitions) and periodically as appropriate, ix) senior staff from Cairo and Calgary are encouraged to take frequent trips to the field to reinforce and support the Company’s commitment to HSE, x) the Chief Operating Officer typically meets quarterly with the Cairo staff to discuss HSE reports and goes to the field at least twice a year. The Company has also conducted two Board of Director field trips to West Gharib over past 3 years since acquiring the producing assets.



With regard to the West Bakr and Petrodara assets, and as outlined previously, the existing ESMSs are implemented at the respective Company operating levels. Given the ownership history of the assets the respective management systems have been developed on an asset by a
sset basis in isolation and/ or referencing previous corporate HSE philosophies. Consequently there is some variance between these systems. As part IFC’s financing, and included within the TransGlobe 2013 HSE plan, the Company have allocated financial and personnel resources to revise corporate level policies and develop a corporate level ESMS specific to the TransGlobe E&P business. The Company will also review existing policies, procedures and systems and augment where necessary to ensure consistency with IFC’s Performance Standards. TransGlobe will engage a qualified third party consultant to develop this corporate ESMS, which will be finalized within a timeframe agreed with IFC, to ensure an enhanced level of continuity across the TransGlobe portfolio. The ESMS will ensure the Company’s individual projects are constructed and operated in a manner consistent with host country requirements, IFC’s Performance Standards and good international industry practice as detailed in IFC’s Environmental, Health and Safety Guidelines.



The TransGlobe ESMS will require that ESIA’s are undertaken at an appropriate stage in the project development cycle, such as during exploration campaign planning or parallel to a Front End Engineering Design phase of asset development. For prospective farm-in activities or acquisitions, TransGlobe will undertake an environmental audit that is consistent with IFC’s Performance Standards. For subsequent TransGlobe field development activities, an Environmental and Social Management Plan (“ESMP”) for each new project activity will be developed, setting out: i) measures to mitigate adverse direct and cumulative impacts, including impacts arising from associated facilities; ii) monitoring requirements for ensuring the mitigation measures are implemented effectively and in a timely manner; iii) organizational and financial resources for carrying out the measures; iv) an implementation schedule for these activities; and v) an appropriate incentive structure (including provisions for reward and penalties) to ensure plans are implemented. The ESMP will vary according to the circumstances of the individual project, but will contain at a minimum, an emergency response plan, a spill control and response plan, a waste management plan, and a stakeholder engagement plan and community grievance mechanism. In the instance where TransGlobe proceeds with the acquisition of an existing or greenfield development opportunity, the target acquisition company would eventually operate under the TransGlobe ESMS following a period of reasonable transition.



Site specific pollution prevention and mitigation measures associated with future projects will also be identified during ESIA development. The Company will, as part of a project ESMP, develop procedures to ensure that the environmental impacts associated with the construction and operation of its projects is managed in accordance with IFC’s Performance Standard 3 (Resource Efficiency a
nd Pollution Prevention) and applicable EHS Guideline provisions. Similarly, TransGlobe will continue to develop all future project assets in accordance with good international industry practice.



In line with this, for all projects supported by IFC funds (‘Applicable Projects’) the corporate ESMS will require the review of existing ESIAs or equivalent documents. Where there may be gaps between the requirements of the Performance Standards and the Applicable Project, TransGlobe will prepare a supplemental environmental and social action plan aligning the project with Performance Standards and Guideline requirements. Where TransGlobe is not the operator of an Applicable Project, it will use reasonable endeavors to direct the application of the IFC’s Performance Standards to the ESIA. Similarly, for the Company’s operated producing assets at West Bakr and West Gharib, TransGlobe will undertake field wide Environmental and Social Impact Assessments (“ESIAs”) ahead of any future expansion activities consistent with host national requirements and IFC’s Performance Standards. The ESIA’s will be undertaken by third party, independent qualified consultants and will assess both the planned expansion activity and consider the field-wide cumulative impacts supported by primary and secondary baseline data. An Environmental and Social Management Plan (“ESMP”) will be developed, consistent with the previously described requirements of the corporate wide Environmental and Social Management System (“ESMS”).



Site specific biodiversity protection measures identified during any project ESIA will be implemented by the project’s HSE team. The TransGlobe ESMS will require a project to assess, avoid and where avoidance is not possible mitigate material impact, if any, on threatened species of flora and fauna. The ESMS will require all project ESIAs assess the impacts arising from supporting linear infrastructure consistent with PS6 including, but not necessarily limited to access service roads and onshore/ offshore oil and gas pipelines; develop and implement construction demobilization and landscape restoration plan detailing a systematic restoration of the project area landscape following the completion of all civil works and the evacuation of construction sites, including muck disposal sites and borrow pits for civil works, material lay down areas and labor camps.



With regard to farm-in opportunities or asset acquisitions, the TransGlobe ESMS will consider the E&S management of future assets to be developed, explored and/ or acquired by the Company. TransGlobe will: i) screen projects for HSE risk; ii) review assessments for completeness and consistency with IFC’s Performance Standards and EHS Guidelines; iii) identify the need for supplemental studies; iv) undertake the supplemental studies, appropriate update of existing EIAs and/ or undertake ESIAs in accordance with IFC Performance Standards; v) undertake regular project audits during construction
to assess status of implementation of the project specific ESMP and implementation of corrective actions identified in the previous audit; vi) undertake annual audits to assess effectiveness of the corporate ESMS and status of implementation of corrective actions identified in the previous annual ESMS audit; and vii) build the capacity within the Company for corporate-wide HSE management. TransGlobe’s corporate HSE Manager and the HSE staff assigned to each project company will be responsible for ensuring that the ESMP and Corrective Action Plans are implemented by each respective project company throughout the construction and operation phases of a project.



Existing operated producing asset level management systems of West Bakr and West Gharib consider HSE performance and oversight of contractors and sub-contractors. TransGlobe will review these current practices against TransGlobe ESMS requirements ensuring procedures are implemented for: i) contractors deployed by each project company meet relevant provisions of TransGlobe’s ESMS and ensure implementation of the ESMP as applicable to their respective activities; ii) HSE training of TransGlobe employees and contract labor; iii) procedures for recording, investigating, reporting and undertaking corrective action in relation to HSE incidents including those involving contractor and sub-contractor labor; iv) periodic monitoring of HSE performance; v) management review of ESMS effectiveness and implementation of measures for system upgrade; and vi) continue the practice of regular reporting of HSE performance to TransGlobe’s Board of Directors, regulators and investors.



TransGlobe’s assets are located in a variety of sparsely populated locations. Whilst it is considered unlikely that physical resettlement or economic displacement will occur as a result of current activities, TransGlobe will develop formal procedures as part of its ESMS to ensure compliance of its project companies with the applicable host country requirements as well as IFC requirements for the management of land acquisition, resettlement, and livelihood restoration of project-affected people. Should resettlement or economic displacement occur in the future, households and/ or businesses will be compensated at market rates.



TransGlobe’s individual operations currently plan and implement training programs according to the national regulatory requirements. These include the identification of workplace hazards; the use of personal protective equipment and collective protection equipment; the roles and responsibilities of employers and employees, induction programs; defensive driving programs; first aid and lifting management. TransGlobe also requires that employees and subcontractors have formal education and experience appropriate for the assigned functions and provides induction training covering aspects such as the technical competencies of the assigned work activity. TransGlobe will establish an internal communica
tions program whose objective is to disseminate corporate policies and practices starting with a standardized induction program covering HSE aspects relevant to the individual job description.

TransGlobe directly employs 85 office staff from their Cairo offices, along with 30 staff located in TransGlobe’s corporate headquarters in Calgary. An additional 3 field staff are employed to support the operated producing assets at West Gharib and West Bakr, with a further additional 6 field staff based in the operated exploration concessions of South Alamein and South Mariut along with a variable number of contractors based on current operations. In view of an expanding portfolio the Company expects to continue increasing the current staffing numbers in the near-term.



TransGlobe have a comprehensive set of HR policies and procedures in place. The Company has a Human Resources Policy and management system which meets national requirements. Issues such as working conditions, non-discrimination, minimum employee age requirement, recruitment process, compensation and overtime allowances, salary advances and staff loans are addressed in the personnel manual. TransGlobe have also developed a series of corporate principals and policies, also found in the Company personnel manual, which include protecting the workforce, a drug policy, smoke-free working environment policy, disclosure policy, a ‘whistle-blower’ protection policy and Company Code of Conduct. The personnel manual is provided along with individual terms and conditions at point of employment, which is subject to a written contract. In addition to salary, TransGlobe employees receive a number of additional benefits that include: paid annual leave and recognized public holidays; various life and medical insurance benefits for employees and employee dependents, along with maternity, medical and pilgrimage leave. Salary increases are linked to staff performance as assessed by the Company’s annual staff performance appraisal process.



TransGlobe ensures that child labor or forced labor is not employed directly or by subcontractors through verification of relevant documents. Employees have the right to freedom of association.



Workforce health and safety (“H&S”) is a key component at TransGlobe’s operated producing and exploration assets. Activities are subject to hazard identification and risk assessment to ensure that H&S controls to manage risk are in place prior to starting the activity and necessary competency requirements for key roles are specified. Individual job methods are reviewed through standard job safety analysis so that the safety management procedures and practices in place are correctly planned and implemented. The strict enforcement of health and safety procedures is reflected in the positive safety statistics reported for TransGlobe’s operations which are well within industry norms. As outlined previously, incidents, including near misses, are reported to management on a daily, weekly, monthly and quarterly basis and each is investigated. Procedures are adapted where necessary to prevent re-occurrence.



Firefighting and emergency response plans are establishe
d for parts of the operated assets and are under review for the remaining part. Small localized drills are frequently conducted to practice and test emergency arrangements. Frequent communication with neighboring oil companies is tested and arranged through participation in the geographical committee for the area.

The environmental regulator, the EEAA, has regulatory control relating to pollution prevention in Egypt. Operators are subject to routine audits on their environmental performance by EEAA including effluent and waste monitoring results. The EEAA also regularly (usually on annual basis) sends inspectors to TransGlobe producing facilities to audit and inspect the facilities, collect samples of effluent for analysis and check waste tracking records. No issues have been raised by the regulator with respect to TransGlobe’s operations.



Power to the central process facilities in West Bakr and West Gharib is supplied by diesel generators. The Company is currently undertaking field wide rationalization and optimization programs to increase fuel efficiency. TransGlobe are also investigating alternative sources of energy, which include switching fuel types from diesel to gas, additional power generation centralization, and options to draw power from the national grid. Limited additional air emissions include emissions from venting of associated gas and minor emissions from gas-fired process heaters. Current venting volumes are low for both operated producing fields. TransGlobe will quantify direct emissions from the facilities owned or controlled within the physical project boundary, as well as indirect emissions associated with the off-site production of energy used by the Company. Quantification of GHG emissions will be conducted by TransGlobe annually in accordance with internationally recognized methodologies and good practice. The Company ESMS will require options analysis be undertaken to consider opportunities for associated gas capture and utilization at currently producing assets and exploration areas that may be developed in the future.



As outlined previously, all produced water generated at TransGlobe’s operated producing assets is re-injected down-hole; no produced water is discharged to the environment. Both facilities include produced water treatment via phased separators, which is collected, stored and disposed of in lined ponds prior to re-injection. All drill cuttings wastes are collected and disposed of in lined pits in compliance and upon approval from the EEAA. Other wastes are segregated and transferred to approved facilities for recycling, re-use or treatment and disposal. Waste disposal is monitored through a waste tracking system in place. Both West Bakr and West Gharib dispose of hazardous waste that is not returned to the manufacturer / vendor (e.g.: used lube oil) or collected by EGPC (e.g.: used batteries) to Nasiraya, Egypt’s hazardous waste facility. Following the acquisition of the West Gharib and West Bakr properties TransGlobe have been, and continue to, undertake a remediation program relating to historic contamination.



As part of the corporate level ESMS, TransGlobe will review, and where necessary, augment the existing Waste Management procedure which will require TransGlobe operated assets to develo
p mechanisms to track waste consignments from the originating location to the final licensed waste treatment and disposal location. Drilling Waste Management Plans will be reviewed and updated to include other planned activities, as needed.



Similarly, the waste management procedure will make provision for audits of associated waste management facilities to be regularly conducted by TransGlobe HSE department personnel, or where required by qualified specialist consultants. Waste management procedures will incorporate chemical handling procedures to handle all hazardous chemicals that are produced, used, or stored during all activities, ensuring consistency with IFC guidelines. Transportation of hazardous material will comply with Egyptian regulatory requirements and applicable international requirements. Specific training will be provided to all relevant personnel. These waste management procedures will apply to all TransGlobe contracted resources and will be audited by TransGlobe HSE department personnel.

There are no significant community settlement areas directly adjacent to TransGlobe’s onshore facilities and there is therefore a limited risk in terms of community safety. As described, TransGlobe’s properties are located in remote, sparsely populated areas: the West Gharib and West Bakr processing facilities are located approximately 150km north of Hughada and approximately 20 km due west of Ras Gharib, a town established in support of the oil and gas industry where GPC’s oil export facilities are located. There are no formal settlements within the two TransGlobe operated producing assets.



Similarly, TransGlobe’s exploration blocks and non-operated assets are located in sparsely populated areas that are not expected to result in community health safety and community risks. The South Mariut exploration concession presents some limited potential for interaction with local farming communities. As required, TransGlobe undertakes consultation activities including appropriate compensation for temporary land use disturbance, along with preparation of community emergency preparedness and response and medical emergency plans for these exploration drilling activities. Security measures at TransGlobe’s assets are limited to unarmed gatehouse guards.



As part of their respective management systems, West Bakr and West Gharib implement Emergency Preparedness and Response procedures. Current procedures require plans are developed on an asset by asset, or activity by activity, basis to contain strategies to respond to specific situations such as well-kicks and blowouts, including requirements for drilling operations to provide for medical evacuation. As part of the corporate level ESMS, TransGlobe will review existing Emergency Preparedness and Response procedures and augment where required to ensure consistency with IFC’s Performance Standards. These procedures will include response procedures to emergencies potentially associated to all planned construction activities, including fire prevention and protection, environmental emergencies, and other incident responses.

There are no local communities expected to be directly affected by impacts associated with TransGlobe’s routine activities in Egypt. To date, community consultation has been limited to individual exploration well sites in the South Mariut concession, with remaining properties not requiring consultation activities due to the remote location of the various assets in the country.

In order to support TransGlobe’s ongoing and rapidly expanding operations, the Company will develop a Stakeholder Engagement Plan that will define a broader consultation and disclosure strategy. The Stakeholder Engagement Plan will inform interested parties and maintain an open and active communication with all stakeholders. The Stakeholder Engagement Plan will also include provisions for the disclosure of major ESIA documents associated with the project and include a defined grievance mechanism.

The Company has committed to develop as part of their ESMS an ongoing communication program for internal and external stakeholders along with the development of a grievance mechanism consistent with IFC’s Performance Standards. Regular consultation with the government authorities and the state-owned oil operator takes place in the exploration and development planning of TransGlobe’s fields.

Project documents will be available at the following addresses in Cairo, Egypt and Calgary, Canada.

Cairo:
Brian Twaddle
Country Manager
TransGlobe Egypt
10 Rd 261
New Maadi, Cairo, Egypt

Calgary:
Lloyd Herrick
Chief Operating Officer
Suite 2300, 250 – 5th Street S.W.
Calgary, Alberta
Canada, T2P 0R4

Email: mailto:TransGlobeESMS@trans-globe.com

Broad Community Support is not applicable for this project

Title	Anticipated completion Date	Status	Comments	Completion Date
TransGlobe will: Develop a corporate level ESMS and procedures and review and update existing policies per IFC’s Performance Standards and guidelines, including: a) Emergency preparedness and response plans for the development and operational phase activities of TransGlobe operated or co-operated assets b) Acquisition/ farm-in screening mechanism for assessing environmental and social aspects for new assets/ projects to determine their compliance with TransGlobe ESMS. TransGlobe will screen according to IFC’s Performance Standards, will identify any potential “material non-compliances” and will define corrective actions in an Environmental and Social Management Plan c) Corporate and site level HSE&S Management Plans; Corporate Minimum HSE Standards; Standard Operating Procedures d) Corporate standards defining ESIA requirements, to be undertaken at an appropriate stage in a project’s cycle (such as FEED) e) Environmental and social monitoring requirements f) Contractor and sub-contractor supply chain management g) Framework Public Consultation and Disclosure Plan; Framework Land Acquisition and Compensation Plan; Community Development Strategy h) Grievance Mechanism to be communicated locally to potentially affected communities, containing a complaints procedure defining who is responsible for receiving complaints, processes followed for recording and acting on complaints and process for following through, communicating and closing complaints i) Chance Finds Procedure to address impacts to, and protection, of cultural property encountered during project activities j) Waste Management Plans identifying the type and quantity of waste streams generated at TransGlobe operated and co-operated assets along with available disposal routes, treatment and reuse k) Formalize training protocols and plans for all TransGlobe staff and contractors undertaking activities at TransGlobe operated or co-operated assets. Complementary training plans will be developed for office based staff	09/30/2013 12:00:00 AM	Completed	Completed	01/21/2014 12:00:00 AM
Qualified independent third party environmental and social consultant to review existing “West Bakr”, “West Gharib” and "South Alamein" Environmental and Social Impact Assessments and augment where necessary to ensure consistency with the Company ESMS ahead of future development activities, including supporting baseline surveys where required.	09/29/2013 02:30:00 PM	In Progress	Under discussion with IFC client