Oil and gas development and social responsibility—aligning project and community goals for mutually beneficial outcomes*
Danielle MartinCoffey Environments Level 1, 2–3 Greenhill Rd Wayville SA 5034. Email: Danielle_martin@coffey.com
The APPEA Journal 50(2) 699-699 https://doi.org/10.1071/AJ09063
Published: 2010
Abstract
Even on the most high-risk projects in the some of the most challenging locations, it is possible and advantageous to progress the social and environmental aspirations of host communities and contribute to improving the lives of those communities. This paper case studies a number of complex projects that have prompted and contributed to long-term, sustainable development.
In particular, the paper presents the case study of an Indigenous Australian community’s efforts to pro-actively prepare for, and promote, oil and gas development on Indigenous-owned land, progressed with joint development goals and aspirations. This experience essentially establishes a new approach to company–community interactions for land access and petroleum development and provides a new model that many communities and developers will undoubtedly be keen to emulate.
The case study considers:
the importance of establishing the broader social aspirations of communities in relation to the petroleum development at the outset;
the criticality of establishing a mutual understanding the commercial, non-negotiable parameters of the developer;
the cumulative impacts and opportunities for both developer and community of multiple, large-scale projects;
the role of government and donors; and,
the limitations of developers in contributing to broader social development.
Through the analysis of case studies, the paper examines environmental and social impact assessment and performance techniques used to understand and manage the risks and opportunities of oil and gas development. The paper expands the boundaries of leading practice in respect to environmental and social impact assessment, community engagement and social responsibility in the oil and gas industry.
Keywords: oil, gas, development, social, responsibility, aligning, community, goals, mutually, beneficial, outcomes, joint, aspirations
Danielle Martin has more than 12 years’ experience in the resources sector, managing complex social and stakeholder situations for large-scale infrastructure projects. Danielle specialises in: the development and implementation of stakeholder consultation strategies; social performance management and impact assessment; community and government liaison; and, social policy development. Danielle has worked with diverse stakeholder groups and communities across Australia and overseas. Her resources experience includes social performance management within the mining and oil and gas sectors at various locations across Australia, New Zealand, the United States of America, Europe, Asia and the Pacific. She has held senior advisory positions with international mining and petroleum companies. More recently, Danielle was the General Manager of the Corporate Communications division of the South Australian workers compensation authority. Danielle holds tertiary qualifications in communications and media, and a Masters degree in sustainable development from the University of Sydney. In 2000, Danielle was recognised as the Young Business Leader of the Year in South Australia. She holds a Diploma of Management from the Australian Institute of Management and completed a residential executive training program on strategic planning and performance at the University of Melbourne/Melbourne Business School in 2007. She has authored numerous discussion papers on social performance management. She is a member of the International Association for Impact Assessment and a foundation member of Catherine House, a charity assisting homeless women. Danielle joined Coffey in October 2008 to further develop the social performance management business. |
