Issue No. 1, November 2005
This issue presents the top ten "unspoken" criteria for determining the success of EIAs performed for international oil & gas development programs. Here is the basis for the list:
- While waiting for delayed flights over the last month, I compiled a list of all the criteria that in my experience have determined the success or failure of EIAs.
- From that long list, I selected those that we typically would not see in published EIA guidelines - that is, what we learn from experience actually goes right or wrong vs. what we may see in sanitized guidelines.
- From that list, I selected what I consider to be ten of the most important criteria.
Enjoy. I’d value any feedback you would care to share regarding your thoughts/experience on the list.
|Criteria||Keys to Success/Applications||Where Noted (example)|
|Project manager commitment to EIA process||The proponent’s development team PM is actively engaged in the EIA process, vs simply pushing the EIA to be completed as fast as possible.||Brazil offshore seismic survey|
|Adequate project Information up front||The proponent’s engineers provide sufficient details re: the project & potential impact sources at the outset, vs. after impact analysis & EIA preparation have begun.||Nigeria gas plant development|
|Specific execution plans||Consulting teams commit to required tasks & deliverables in MS Project/similar format (linked with project team schedule AND regulatory review requirements.)||Venezuela gas field AOR & pipeline development|
|Defining “who’s the man" in stakeholder engagement||Those stakeholders who ultimately have the most influence on the project are identified & addressed as priorities up front.||Libya seismic survey and development programs|
|Ensuring team members are team players||The consulting team ensures that contracted local experts raise any concerns to the team first, not to regulators or the press.||Kazakhstan gas field & pipeline development|
|Balancing capacity building & project plan requirements||The proponent invests in opportunities for building local capacity when possible given project budget & schedule, to facilitate future projects.||Angola seismic surveys & refinery development|
|Valuing local know how and relations…||The team attracts & listens to guidance from local experts who know the nuances of both the physical & regulatory environment.||Trinidad LNG & port development|
|…but not at the expense of meeting international standards||The project manager knows when to insist that, despite other standards that may be acceptable, standards that will withstand international scrutiny must be applied.||West Africa trans-border pipeline project|
|Consultant overload||Consulting teams admit when they are overloaded, and proponents consider work loads over market position and price when selecting consulting teams.||Consulting teams admit when they are overloaded, and proponents consider work loads over market position and price when selecting consulting teams.|
|Implementable & realistic mitigation plans||Teams ensure that mitigation and monitoring plans don’t over-commit proponent in efforts to simplify/expedite regulatory approvals.||Colombia gas field & processing facility operations|
Acorn International Ideas
Acorn Ideas is a series of periodic papers to share ideas regarding EHSS and sustainability management for international industry.
Issue 21 - March 2014: Above-ground Facilities and Stakeholder Engagement: Deploying the 'CAC'
Issue 20 - March 2014: A Starting Point for Shared Equity
Issue 19 - March 2014: What It Takes to Run a Great Consulting Firm
Issue 18 - February 2014: Considering Human Rights - Trends and Lessons in Oil and Gas Impact Assessments
Issue 17 - June 2013: Managing Environmental Health in International Development Projects
Issue 16 - January 2013: Integrating Environmental and Social Performance throughout the Project Lifecycle
Issue 15 - January 2013: The State of Shale Play in 2013
Issue 14 - August 2012: Building Environmental and Social Governance in Host Countries
Issue 13 - May 2012: Human Rights and Business: A New Era
Issue 12 - February 2012: Extractive Industries Confront Pressure for Greater Transparency
Issue 11 - January 2012: Key Updates to the IFC Sustainability Policy and Performance Standards
Issue 10 - June 2011: Oil & Gas and NGOs: New Rules of Engagement?
Issue 9 - February 2010: Annual Study of Sustainable Development Priorities
Issue 8 - January 2009: Annual Study of Sustainable Development Priorities
Issue 7 - May 2008: Top Ten Lessons Learned About Health Impact Assessment
Issue 6 - January 2008: Annual Study of Sustainable Development Priorities
Issue 5 - September 2007: Results of web forum with our International Partners
Issue 4 - January 2007: Annual Study of Sustainable Development Priorities
Issue 3 - May 2006: Suggestions and tips for safe international travel
Issue 2 - January 2006: Annual Study of Sustainable Development Priorities
Issue 1 - November 2005: The Top 10 "unspoken" criteria for determining the success of EIAs