In the current uncertainty, people are losing trust in dialogue, and increasingly turning to hard bargaining and protests. The increasing use of drone technology can contribute to this negative shift in attitudes around oil and gas installations. At the same time the technology offers a unique opportunity for engagement. The Social Impact Asset Management (SIAM) project is a concession area drone and human data collection platform. It is a way to present easily understood evidence for joint decision making. By also facilitating the management of regulatory requirements and planning, it creates much needed scalability in drone use. The angle taken in this presentation taps into work done for safety and rescue services in the UK, and impact assessment for the United Nations. It revolves around how to deal with the two challenges to the use of drones in sustainability: scaling up, and social acceptance. It maps the way in which stakeholder engagement will benefit, and how drones can be unleashed for the benefit of local populations and industry. It confirms that today’s digital revolution has led to a decisive moment. Innovative solutions can make this a positive one. SIAM is the result of a strategic alliance between Social Terrain Ventures and the Thales Soarizon project, a civilian application of advanced aerospace technology. It has not yet been applied in oil and gas, but the case for the application is clear.

Within the Environmental Impact Assessment of an offshore 3D Seismic Survey in Southern Adriatic Sea, a comprehensive approach to address potential underwater noise impacts was developed to protect marine fauna. The study was based on applicable international guidelines about underwater noise such as ACCOBAMS, JNCC, and IAGC. The approach allowed to define, and agree with local authorities, consistent mitigation measures to protect marine fauna species in the study area. Primary data on marine mammals, sea turtles and fish species were collected and integrated with secondary data from literature. An underwater sound propagation model based on the Range dependent Acoustic Model (RAM), producing 3D sound maps, was used to simulate the noise propagation of the 5085 cu. in. seismic array, consisting of 24 airguns at a depth of 8 m. Broadband metrics of cumulative SEL (Sound Exposure Level) and SPL (Sound Peak Level) were used to assess the distance from the source within which TTS (Temporary Threshold Shift) and PTS (Permanent Threshold Shift) might have occurred. The simulation considered potential impacts on cetaceans, sea turtles, pinnipeds and fish species, based on internationally recognized sound thresholds for TTS and PTS (i.e. NOAA ). The model indicated an exclusion zone of 700 m to be implemented around seismic sources to avoid permanent injuries or deaths of the considered species. A model sensitivity analysis as well as a measurement test in the field were performed prior to the commencement of the seismic survey in order to validate the calculated exclusion and verify the validity of the model in other periods of the year. The field validation test was performed prior to the survey by recording airguns emissions along a 7 km streamer. The measured sound levels were lower than those predicted confirming the validity of the previously identified 700 m exclusion zone. Targeted mitigation measures were implemented in line with all considered guidelines, including Marine Fauna Observers and Passive Acoustic Monitoring. Starting from a deep analyisis of the international guidelines for the protection of the marine fauna, the selection of the most suitable mitigation measures was then driven by the local operational context and the national legislation. Local authorities and scientific bodies were involved in the mitigations design process; an Emergency Response Plan, including a Stranding Action Plan, was drafted and approved by competent authorities to prevent and manage potential incidents. The novelty of this study lies in the use of a robust modelling tool as a basis to define a series of mitigation measures based on a rigorous precautionary approach, such as the development of an Emergency Response Plan and a Stranding Action Plan. This approach was developed in close collaboration with in-country authorities and scientific bodies. The consistency of the approach reassured local and international stakeholders regarding the mitigation of potential underwater noise impacts of the seismic survey on marine fauna species in the area.

Objective and Scope The objective of the paper is to share the scientific basis for adopting the new ACGIH TLV for manganese (Mn), and to discuss the systematic process for implementing the change across businesses involving both employee and contractor workforces. In addition, it will describe the minimum worker controls and optional strategies that were implemented to control manganese and other metal fume exposures during welding and hot work. A review of manganese welding exposure data and available worker controls (engineering, administrative controls, PPE) is provided. Methods The approach involved both the review and validation of the science that provided the basis of the ACGIH TLV for manganese using an internal Occupational Exposure Limit (OEL) development and review process, and the assessment of manganese exposure during welding and hot work. Based on the risk of worker exposure to manganese above the ACGIH TLV, an implementation strategy was developed that included exposure monitoring, review of work activities with exposures over the OEL, changes to existing work controls, communications to management and field supervision, review of available control technology, and engagement with the welding community. Results and Conclusions Exposure data and minimum work controls were successfully reviewed with line management and welders (both contractor and employee). The understanding of the Mn exposure data and the potential adverse health effects of overexposure facilitated the demonstration and trial use of new technology powered air purifying respirators (PAPRs) by contract welders working on a pipeline project. Lessons learned have been shared with the PAPR manufacturers and incorporated in training and safety and health procedures. The implementation of new work controls has required changes to existing work practices by welders and their helpers. Key learnings from the implementation of new welding work controls are that significant time and effort must be put into understanding the science and basis of the exposure limit and gathering exposure data to compare to a new limit. If there is the potential for overexposure based on the operations and work tasks, then a review of available control technology (e.g. reduced manganese in welding rods/wires, portable ventilation equipment, feasible respiratory equipment) is required before developing and documenting minimum work controls. Finally, a robust strategy for communication to line management, employees, and contractor management must be developed. Explain new/novel information to existing body of literature: Application of a new Mn exposure limit drove the use of more protective work controls than were previously used by the majority of the welding community, which typically follows the OSHA permissible exposure limit (PEL) for manganese that was established in 1968. This paper provides practice-based methodology in overcoming the challenges associated with implementation of the new ACGIH TLV in welding applications.

Past planning for extractive projects has emphasized economic benefits but overlooked human health and wellbeing. The Sustainable Development Goals (SDGs) however recognise health as a pillar of sustainable development, with SDG 3 health focused and other SDGs as determinants of health. Recent decisions in national and regional Courts, appealing to climate change and social impacts, are challenging companies and governments to see human health and wellbeing as central to planning decisions and sustainable energy strategy. Health Impact Assessment (HIA) has consistently been the worst health leading performance indicator of the oil sector. The latest HIA guidance for extractive industries promotes an integrated approach, and national governments often have exclusively Environmental and Social Impact Assessment requirements. However research into whether health issues are adequately being considered in EIA is very limited. We investigated ‘How and to what extent are health, well-being and equity issues considered in Environmental Impact Assessments (EIAs) of major coal mining projects in New South Wales, Australia’ by using a comprehensive coding framework designed to interrogate the publicly available environmental impact statements; we then interviewed varied stakeholders in the same region; and we triangulated the above findings with our experience in impact assessment of oil and gas as well as mining project, and we demonstrated that EIAs fail to consider health and equity comprehensively. Recent decisions in the courts concerning coal mining projects (the last stop in the system for challenges or appeals) have provided legal articulation for how decision-makers should take into consideration a project's impact on human health both through climate change and social impacts as entry points. Unless these issues are addressed up front in planning, designing and assessing, oil and gas projects could not be considered sustainable, and the present paper provides a series of recommendations to address these limitations.

Remote sensing data has been increasingly used for environmental monitoring in recent years. The International Association of Oil and Gas Producers (IOGP) has recognized this trend and created a Task Force to develop a document to provide good practices and lessons learned for the oil and gas industry. The objective of the document is to provide clear guidance to the environmental professional on how remote sensing may be applied to the range of common use cases encountered across the asset life cycle. The good practice document development and content was informed by peer-reviewed publications, reports and direct input from oil and gas member company examples. A series of seven online and face to face presentations from key groups that develop remote sensing data for environmental monitoring were also shared. These included presentations from the National Aeronautics and Space Administration (NASA), the European Space Agency (ESA) and the United Nations Environment Program World Conservation Monitoring Centre (WCMC). The scope of the document was defined to include satellite, manned airborne and unmanned aerial vehicle (UAV) platforms across a broad range of sensors and spectral wavelengths. The resultant document covers six chapters. Three of the chapters covers the use cases and are delineated by target application; Land, Marine and Coastal and Atmospheric applications. Each of these chapters are further divided into sections with specific applications relevant to the oil and gas industry, including where in the asset life cycle the application may apply to, potential platforms and sensors, final deliverables and potential challenges. For example, Habitat Mapping, captured as a subsection under Land applications, is often completed during development of an asset to define a baseline for specific habitat types. Ongoing monitoring is also typical after construction, especially if any critical habitats are identified. Remote sensing platforms used to provide habitat data range from medium to high spatial resolution satellite data through to very high spatial resolution UAV data. For either satellite or airborne data, the spectral data used for habitat mapping includes visible and infrared data. The remaining three chapters provide a state of knowledge of environmental remote sensing, the business case for the oil and gas industry and how to develop a scope for an environmental remote sensing project, a review of existing remote sensing platforms and sensors available for environmental monitoring. This paper will provide practical guidance for operators on the current applications of the latest remote sensing technology for environmental monitoring in oil and gas projects; it will include actual industry use cases throughout the asset life cycle and lessons learned, together with good practices for the consideration, acquisition and stewardship of geospatial data. It will serve as a useful link between the environmental professional and remote sensing specialist.

Effective minimization of environmental footprint can be achieved through the timely and systematic application of innovative approaches such as the Mitigation Hierarchy (MH) along O&G project lifecycle. This ensures the presence of biodiversity and sensitive areas (such as protected areas, critical habitats and threatened species) and good management practices properly inform project activities that depend and may impact on natural environment. The MH is a framework designed to maximise impact prevention over restoration and offset, balancing development priorities with the sustainable use of natural resources. Consisting of a sequence of two preventive (avoid and minimise) and two corrective measures (restore and offset), it is adopted by the extractive sector, development banks and financial institutions as the current best available tool for achieving measurable performance objectives such as no net loss or net positive impact. However, its timely and systematic application along project lifecycle can be challenging, particularly for companies with a complex, diversified and global asset portfolio. In line with company Policy on Biodiversity and Ecosystem Services (BES), we apply the MH as early as possible in the project lifecycle. To effectively minimise project environmental footprint, we prioritize preventive over corrective measures following a risk-based approach which accounts for the complexities of each project and the natural and social environment it interacts with. Along the project lifecycle, we have faced internal and external challenges in the practical implementation of the mitigation hierarchy. Internal challenges included aligning the project engineering and financing timelines with the BES baseline and impact assessment timeline, while external challenges include balancing demands of local communities and other stakeholders, the diverse operational contexts and regulatory frameworks aligned with or lacking mitigation best practices. Innovative and collaborative approaches are therefore necessary to effectively communicate or build capacity on company science-based BES management practices. Early exploration and development phases correspond with best opportunity to identify BES priorities and apply the preventive steps of the MH. Applications include evaluating new opportunities, spatial placement or relocation of facilities and linear infrastructure, and project scheduling. During the development phase, a suite of GIS-based tools and BES assessments provide a supportive framework to apply the MH in concept selection, definition and execution. Subsequently in the operational phase, Action Plans are used to ensure the delivery and iterative evaluation of impact mitigation and the continuous improvement of BES performance. Through practical examples spanning different phases of the project lifecycle and sites located in biodiversity rich and sensitive areas (e.g. United States, Myanmar, Ghana, Egypt and Ecuador), this paper will illustrate how challenges can be overcome starting from early exploration phase (evaluation of new ventures), in project development (design and construction), and during production. We will also reflect on the contribution of the MH to value creation from operations in sensitive areas.

Research shows that human factors play a large part in incident prevention; operational discipline being an important contributing factor. An oilfield services company has developed an innovative methodology to apply the principles of behavioral science to improve procedural adherence. The methodology considers the environment in which people are working, allows for changes to that environment, systematically measures expected behaviors, and gives soon and certain feedback to employees to increase adherence to company procedures to reduce losses and improve operational efficiency. Positive results have been obtained after six years of application to several critical processes. Based on the behavior engineering model (BEM) the methodology identifies the most critical processes and reduces variance in their execution. BEM utilizes the knowledge of field personnel to understand the work environment and human factors that influence behaviors. Solutions are then developed to enable procedural adherence in a consistent manner. The methodology encompasses four steps: the selection of the critical process, behavior analysis in the field, intervention in pilot locations, and scale up. Scaling up of the pilot project is conducted when intervention results are endorsed by line management. The company developed and tested this program with support from academic behavioral scientists. The program includes work environment improvements such as the simplification of standard operating procedures and associated checklists as well as positive and constructive feedback to manage behavioral variance. The use of soon and certain feedback mechanisms inform personnel of their performance versus expectations to encourage improvement. The paper describes the critical behaviors identified in the process, the improvements in procedural adherence, and the benefits in a variety of applications such as stuck pipe prevention, rig floor safety, well construction operations, forklift operations and hand injury prevention. The paper also explains how the application of this methodology is being expanded through a formal academic training program for personnel. This unique and innovative methodology achieves procedural adherence with a bottom up approach. The paper describes principles, process, results, and recommendations from this multi-year project designed to support the company's performance management system. It facilitates teamwork, increases operational efficiency and simplifies compliance requirements in planning and executing activities in a consistent manner. The key to success is having field personnel willingly adhere to procedures through their active involvement and increased awareness of the program benefits

This paper describes an oilfield services company's approach to the development and application of technology and innovative solutions to improve driving performance based on extensive data analysis. Driving performance data identified potential scenarios where outcome focused solutions can be used to influence driver behaviors and actions. Tailored solutions were identified and implemented, ranging from innovative vehicle enhancements to high technology and mobile applications. Analysis of global driving performance data, generated over several years, was used to identify trends in the type of vehicle impacts and associated driving conditions as well as driver behaviors. This process enabled the identification of specific issues where targeted solutions could be deployed to reduce undesired outcomes. In some cases, the solutions were within the company control and targeted to the workforce. In other cases, solutions were developed to influence other road users. Identified solutions include advanced driver assistance systems retrofitted into company vehicles. This technology provides pedestrian and cyclist collision warning, forward collision warning, lane departure warning, headway monitoring warning as well as a speed limit indicator. The instantaneous in-vehicle warnings provide the driver with additional reaction time to avoid potential collisions as well as giving real time feedback on critical behaviors, which act as performance coaching in improving driving performance. Two innovative mobile technologies have been implemented to target driver behaviors and develop a self-improvement mindset for driving performance as well as engaging drivers in a more active trip risk evaluation. These technologies also assist line management by providing a simple digital trip approval process and the opportunity to give personalized feedback to the driver on their performance, including recognition and targeted coaching. Driving performance data collected is used to encourage healthy competition between individuals and teams through a variety of global and local recognition programs. Another simple and easily deployable solution to avoiding rear-end collisions, by influencing the behavior of other road users, has reduced this type of impact to company vehicles by over 30%. Collectively these solutions have resulted in significant improvement to the company's driving performance. This paper describes how an oilfield services company has used global event data to identify and apply technologies and innovative solutions to improve driving safety through driver engagement and vehicle enhancements. Monitoring of the data generated by these technologies is used to proactively identify further areas of improvement.

IPIECA's Community Liaison Officers team building and management guidance and toolkit, published in October 2018, assists community relations managers in planning their community liaison teams and recruiting community liaison officers (CLOs). The Guidance aims to enable managers to systematically manage the CLO role, improve companies’ understanding and organizational integration with CLOs, as well as providing tools and training resources. It provides practical guidance and support for a critical but often neglected set of employees, who can often feel vulnerable and unsupported. Prior to the development of the Guidance, there was limited research or guidance available to help oil and gas companies in this area. A mini survey conducted by IPIECA members in 2017 found that there were challenges around CLOs’ relationship to company systems and processes, skills development, training and recruitment of CLOs. IPIECA resolved to help offer solutions to these challenges by developing guidance and a supporting toolkit. The Guidance is based on the results of a global online survey, commissioned by IPIECA in 2017, of more than 120 CLOs based in 31 countries, representing more than 25 companies, and covering all stages of the project/asset lifecycle. The Guidance covers four phases of CLO team management: assessment; planning; recruitment; and evaluation. This is accompanied by a six-part toolkit which is designed to help deliver these four phases. The toolkit is designed to be flexible and for use in any global context. This paper will provide an overview of the content of the Guidance and how it was developed, as well as the context and background for CLO management and recruitment. Additionally, some IPIECA members (BP Mauritania & Senegal, Repsol Peru, and Shell) have been piloting the Guidance throughout their operations and have shared case studies on the effectiveness of the toolkit.

The objective and scope of this paper are to present how an Oil&Gas Company (the Company) has furthered its biodiversity ambition by joining the Act4Nature initiative. This initiative is led by a French multi-sectorial and CEO lead industry association called Enterprises for the Environment ( Entreprises pour l'Environnement , EPE). In 2017, EPE's biodiversity commission launched the Act4Nature initiative, which offers a ‘frame of reference’ for a biodiversity ambition through a combined generic and specific set of biodiversity commitments for businesses. One of the key aims of Act4Nature, is to provide a contribution towards the United Nations Convention on Biological Diversity (CBD) efforts to combat global biodiversity loss. The 2018-2020 period are important years for global biodiversity strategic protection efforts as the CBD has set itself the short-term goal of developing a post-2020 Global Biodiversity Framework (GBF), building on its 2010-2020 Targets (said the "Aichi" targets) and as a stepping-stone towards its 2050 Vision Living in Harmony with Nature . However, the CBD has indicated that the Aichi targets will likely not be met in their entirety. This was echoed by the United Nation Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES) 2019 report indicating that global biodiversity loss is occurring at unprecedented levels. In this context, the need for voluntary Business biodiversity commitments is even more pressing, relevant and expected from stakeholders. Importantly, the CBD recognises the important role of business, including oil and gas, in combating biodiversity loss. In terms of methods, the Act4Nature biodiversity commitments were developed through an intense nine months stakeholder engagement process, involving Company staff, EPE members and partners, which included Biodiversity Foundations, NGO and key French governmental authorities responsible for biodiversity. The Act4Nature initiative includes 10 key common, generic and aspirational, commitments that were developed through a consensus-based approach of EPE members, including the Company. These members represent very diverse business activities, including utilities, agro-food industry, luxury apparel, glass products, energy, automotive etc., which poses an understandable challenge for reaching a consensus. In addition, to the common commitments each member company was requested to submit company specific commitments. The Company provided six such commitments, both operational and aspirational, some of which existed before the initiative. The opportunity arose, as part of the Company's engagement contributions, to mainstream the Ipieca-IOGP Biodiversity & Ecosystem Services (BES) Fundamental Management Practices in the Act4Nature common commitments. Thus, this allowed for alignment with the O&G industry's biodiversity & ecosystem services fundamental practices concerning biodiversity governance, stakeholder engagement, baselines, impact assessment, the Mitigation Hierarchy and reporting. In parallel to this external engagement process, the Company conducted an impact analysis of the commitments on its business strategy and governance during which the Company CEO was fully engaged. The impact analysis ensured the feasibility of this new ambition whilst offering the Company the opportunity to further its biodiversity related management to additional domains such as the supply chain, nature-based solutions and climate change impacts to biodiversity. The paper provides some early examples of operational implications, both challenges and benefits, deriving from the implementation of these commitments at business segment and site level, to move away from the business as usual scenario. In terms of outcomes and results, the Company's CEO adhered to the Act4Nature initiative on the 10 th of July 2018, accelerating biodiversity good practices mainstreaming across the Company, improved integration of biodiversity into the Group's environmental road map and upgrading of its dedicated biodiversity action plan. The new biodiversity aspiration allows reducing biodiversity related risks and increasing benefits, improving employee and external stakeholder perception and improve opportunities such as attracting new partners. The Group may also benefit from differentiating itself from its competitors and improving its business opportunities whilst creating shared value for Society as a whole. This paper is providing guidance and return on experience on developing public biodiversity commitments for Oil &Gas Companies.

Remote sensing technologies and Geographic Information Systems (GIS) can assist the rapid, cost-effective identification of biodiversity and environmentally sensitive areas in offshore and onshore environments. This information, visually represented through a WebGIS (web-based GIS) as interactive maps, provides useful input to management strategies that environmentally-responsible energy companies put in place for impact prevention, and to minimise risk exposure and potential liabilities along the project lifecycle. WebGIS is effective in both simplifying complex spatial and temporal data on biodiversity (such as the presence of threatened species, protected areas, critical habitats) and on socially and ecologically important ecosystem services. The results of such analyses assist in informing decisions taken by company executives and the many professional functions involved along the project lifecycle. This ensures that project activities that depend on and may impact the natural environment are supported by good quality, up-to-date information at a resolution that is aligned to the project phase in which the mitigation action is implemented. As part of our Biodiversity and Ecosystem Services (BES) management model, we apply a suite of supporting tools and guidance materials, beginning with risk screenings at early exploration phase, baseline and impact assessments during exploration and development, and the implementation of BES mitigation plans during production until decommissioning. The BES Screening Tool (BESST) is an interactive WebGIS developed in collaboration with the conservation organization Fauna and & Flora International (FFI) for the rapid screening and visualisation of BES values in the marine environment of the Gulf of Mexico (GoM). It was conceived for use by Eni US personnel (including non-specialists) to streamline the best available knowledge on BES values into risk management and decision-making along the lifecycle of GoM assets. The BESST uses biodiversity and ecological and socially important ecosystem service indicators among which include threatened/protected species, marine protected areas, areas important for cetaceans, key habitats for shrimp cultivation, fisheries and recreational diving. Input datasets are from different open source databases, including the US National Oceanic and Atmospheric Administration (NOAA), the Bureau of Ocean Energy Management (BOEM) and the Environmental Protection Agency (EPA). The development of metrics was necessary to determine relative sensitivity. The final product was uploaded onto a WebGIS for widespread use and efficient data management. This paper will illustrate, through practical examples, how the BESST can meet different business needs, such as: informing asset acquisition and disinvestment strategies (by identifying those located in highly sensitive areas where regulatory requirements are more restrictive, financial/reputational risks are higher and restoration costs - for example for decommissioning or in the event of an oil spill - are also higher) and supporting the identification of priority operated and non-operated assets, facilities and associated infrastructure for resource prioritization for environmental baselines, mitigation and monitoring plans.

The US Environmental Protection Agency (EPA) categorizes "oil sludge" as a hazardous waste that is subject to hazardous waste handling rules. The oil sludge may contain many different compositions. The challenge is that these sludges cannot be disposed of safely in landfills unless de-oiled (Hydrocarbon separation: 99% oil removal) and properly remediated water and soils (Total petroleum hydrocarbons less than 1%). Facilities accumulate the sludge that is considered waste because most common solutions are not environmentally considerate or available. This paper presents a novel method to process the oil sludge to the existing effluent discharge standards. Samples of oil sludge were acquired from various oil fields and terminals in Argentina, The Netherlands and China. The preliminary analysis revealed a very high concentration of total petroleum hydrocarbons-TPH (29%) and polycyclic aromatic hydrocarbons-PAH (11%) on average between the samples. The test was performed for biological processing was aimed at environmentally friendly degradation and discharge of the waste by introducing selected specialized bacterium into the contained and regulated host environment of the Proactive Digester designed in California. The results have shown a significant reduction in both the TPH and PAH. The 90 minutes biological processing of waste sludge reduces the TPH to 0.41% and PAH to 0.35%. The results are in accordance with effluent standards defined by EPA i.e. TPH below 1% and PAH below 0.5%. In the second test, standard complex oil separation methods were carried out to recreate industry processes of hydrocarbon recovery with resulting reduction of the TPH to 2.76% and PAH to 1.36% in the resulting sludge. This residue was then treated in a proactive digester with bacteria to predictably bring the values in accordance with EPA effluent limits. Biological/bacterial processing have can significant advantages over other processes used in the industry. One of the major advantages is the low-cost standardized process that can be applied to both modular stationary and mobile units. Another benefit of standardized processes is that the calculations for the whole process of sludge contaminant neutralization including retrieval, separation and full remediation treatment can be predefined. Increased success of these efficient systems of biological selection in combination with sustained host environments will increase the future use of bacteria degradation processing equipment.

The objective of this paper is to demonstrate how recent technological developments in remote sensing, surveillance, and associated computing capabilities known as Imagery-Based Analysis and Assessment (IBAA) combined with the Community-Based Participatory Research (CBPR) approach are revolutionizing the ESIA process. The science-based IBAA analytical approach (which includes high-resolution, multi-spectral satellite imagery and LiDAR-derived digital surface and terrain modeling) aims to efficiently and accurately classify environmental and social sensitivities and quantify anticipated impacts from project activities while reducing the amount of time needed by scientists in the field to undertake baseline surveys. The results of the IBAA are then shared with local communities, NGOs, and other stakeholders and the CBPR approach implemented in order to validate the data and share in the decision-making process for mitigation measures. This allows for capacity-building of local regulators and stakeholders and empowers project-affected communities. A coastal-wide ecosystem services assessment in Guyana (the first ever of its kind) will serve as a case study for this paper to illustrate the technical, commercial, and societal benefits of coupling the IBAA with the CBPR approach. This paper will culminate in the proposal of new industry best practice for utilizing the joint IBAA-CBPA methods to improve rigor in baseline data collection and increase social license to operate. Summary statement: 200 characters for the brochure Guyana's Coastal Ecosystem Services Baseline Assessment: A case study on how baseline data collection using imagery-based analysis coupled with validation through community participation is revolutionizing the ESIA process.

A core component of crisis response management is delivering clear and consistent communication to those affected by the event. This paper describes a crisis communication strategy implemented by an oilfield service company in response to hurricane devastation of an area where over 12,000 employees live and work. A key component of the company's crisis management process includes a well prepared communication strategy that can be deployed pre-crisis, during a crisis, and post-crisis. The communication plan includes recommendations on the content and frequency of messaging, stakeholder targeting, and use of multiple communication channels and tools. Communication tools include mass email distribution and text alert messaging with receipt confirmation, company intranet, 24-hour emergency call center, internal social media, and standard IT tools. Effective execution of the communication plan was enabled by a communication committee responsible for the deployment of the strategy. Utilizing established company communication tools, such as email distribution lists, text message alerts and dynamic intranet pages, the company delivered timely and reliable information to employees. The updates included the ongoing status of the hurricane and its impact, how to access resources and the actions the company was taking to address hurricane-related issues. Within days of the storm making landfall, a 24-hour emergency call center was established to connect those employees unable to access the internet or email with local aid. This also accelerated assistance for employees most impacted by the event. Another key communication channel was the company's internal social media platform. This was the first time this tool had been utilized as part of a crisis management communication strategy. Incorporating internal social media into the crisis response enabled employees to become active participants in the hurricane recovery by providing peer-to-peer information and connecting employees with colleagues in close proximity who required or could provide assistance. The use of a crisis management communication committee ensured effective execution of the hurricane response communication plan. The innovative use of well-established communication tools was the key factor to dispatching employee assistance during and after the hurricane.

The purpose of this report is to show the evolution and improvements in safety performance of the companies in the Oil & Gas sector in Latin America and to explore the possible reasons of the improvement achieved. The assessment consists of two different steps: the quantitative analysis, which evaluates safety indicators and identifies the trends, and the qualitative one, which tries to identify the root causes of the safety performance evolution. Two widely used indicators are employed here to assess safety performance: Total Recordable Injury Rate (TRIR) and Fatality Rate (FAR). Five business lines are considered: E&P, Refining, Transportation, Distribution and Others. All the results include both the company employees and the contractor employees. Data were directly submitted by ARPEL member companies for the period 2014-2018. For the qualitative assessment, four semi-structured interviews to subject matter experts from Oil & Gas companies were conducted in 2019. Data gathered during the last 5 years show a positive trend regarding TRIR in the Oil & Gas industry in Latin America. This trend is robust globally and for all the business lines considered. This is not the case for the Fatality Rate that remains globally stable over the period, following a 10-year period of significant decrease between 2004 and 2014 as indicated in ARPEL's report Evolution of safety performance in the oil and gas sector (2004-2014) ( Reference 1 ). Improvements in the approach of human and organizational factors, the deployment of more robust safety management systems and a closer work with the front-line workers, among other factors, were mentioned as key factors for the recorded improvement of the TRIR. The industry shall focus its effort on process safety and major risks events (a single event can lead to several fatalities) and on the other side of the risk scale, on the frequent routine low risk work in order to reduce significantly the fatalities, and hence the fatality rate.

Background Influencing health behaviors is the primary goal of health and wellness programs. Behaviors, in turn, both shape and are shaped by the social environment. Thus, creating an environment conducive to behavior change is important to effectively enable and encourage healthy behaviors. Creating healthy physical and social environments enhances behavior change programs by addressing change at multiple levels - individual, interpersonal, group and community. Such programs seek to impact knowledge, beliefs, and skills. While enhancing health awareness is important, understanding health behavior change models/theories as part of program design and implementation is critical for effective programming and communication. Objectives/Scope Using examples from our workforce health programs, we describe how behavior change theories have been used effectively in health promotion programs to improve workforce health. In addition, we identify success factors for health communication, program design and implementation in deploying global health programs. Method We present assessments of population health programs implemented to impact communicable (HIV/AIDS, TB and malaria) and non-communicable (cardiovascular disease and diabetes) diseases. Program design elements and communication strategies associated with Healthy Heart, diabetes awareness and peer health educator (PHE) programs will be mapped to behavior change theories to demonstrate their alignment with theoretical foundations. We will also describe the impact of implementing data- and theory-based communication best practices on program outcomes by evaluating health risks and aggregate health statistics. Results and Observations Health communication is most effective when messaging is simple, clear, concise, appropriate, understandable, and aligned with behavior change theories. Targeted programming can be optimized by addressing stages of change, providing cues to action, and promoting self-efficacy and motivation. Health awareness opportunities for communicable and non-communicable diseases increased as demonstrated by growing participation numbers. Health risk factors among participants were also positively impacted. For both communicable and non-communicable diseases, health programming utilizing PHEs supports the importance of social connections in enhancing the delivery of a variety of health messages, by being personally and culturally relevant and building rapport. We describe how learnings from cardiovascular-focused and quarterly programming successes can provide insights for deploying future PHE efforts. Conclusions Communicating risk at work is not limited to hazardous, occupational, or public health emergencies. Communicating to the workforce about health risk as part of well-designed programming is also critical for enabling workforce health, safety and productivity. Leveraging data and health behavior theory in communications and program design can positively impact health and wellness program participation, engagement and outcomes which in turn, impacts the safety of our workforce Applications Communication campaigns and wellness programs that are based on sound behavior change theory can successfully impact workforce health. We describe success factors for practical deployment in the energy industry and for enhancing peer to peer support of healthy behaviors. Innovations or Technical Contributions This paper highlights the value of considering the role of theoretical constructs in how people learn and how health behaviors change and persist.

The International Association of Oil and Gas Producers (IOGP) is a global upstream focused forum in which member companies identify and share best practices to achieve improvements in many areas including safety. In 2017, the IOGP launched an initiative called Project Safira with the aim of eliminating fatalities. One of the work streams within this project was to refresh, simplify and reduce the number of industry Life-Saving Rules to encourage industry standardization. The development of the original IOGP eight core and ten supplemental Life-Saving Rules was based on an analysis of thousands of fatal and high potential events. An industry team of subject matter experts, HSE, and operations professionals formed as a task force. This group conducted a comprehensive analysis of the latest 10 years of fatality data and developed an updated set incorporating the latest thinking on human performance and lessons learned from member companies’ experiences in implementation. From 2008 to 2017, 376 workers lost their lives in incidents that may have been prevented by following one of the new nine IOGP Life-Saving Rules. With the benefit of having an additional seven years of data and feedback from member companies on their adoption of the previous set of Life-Saving Rules, the IOGP has streamlined the original 18 rules down to nine, while retaining the level of applicability in fatality prevention. The Life-Saving Rules are not intended to replace company HSE management systems, but are rather aimed at complementing existing organizational processes and procedures. The rules provide simple actions in the form of ‘I statements’ which can provide a final barrier that individuals have control over, and by their own actions can prevent fatalities. Having the largest database of safety performance and fatality data in the upstream oil and gas industry, the IOGP has the ability to analyze trends and build on learning from fatal incidents on an industry-wide basis.

"Environmental Management in the Oil & Gas Industry" was first published in 1997 by the E&P Forum (IOGP's predecessor) and UNEP as a guide to best practices in environmental management throughout the lifecycle of upstream oil and gas projects. In the intervening two decades the industry has made substantial changes in the environmental risk management and mitigation. This paper describes the development of and summarizes the major changes and additions into the guide's content. IOGP's Environmental Committee decided in 2016 that a revision of the "Environmental Management in the Oil & Gas Industry" publication was required. This publication has been one of IOGP's most successful and most accessed publications over the past 20 years. For this second edition IOGP has partnered with IPIECA and had a close collaboration with UNEP. A work group was created to review existing content, to determine what additions and changes to content were required, and to draft a revised edition. Multiple workshops and technical reviews were undertaken to construct the revised document. The project required several years of work by a team of over 20 specialists, needed particular attention to the requirements of the many and varied stakeholders that IOGP, IPIECA and UNEP have, and careful thought about the intended audience for the publication. The report is intended to function as a primer, or introductory document, to the fundamentals of environmental management as it is practiced in today's upstream oil and gas industry. The intended audience includes oil and gas industry managers and practitioners, environmental consultants, regulatory agencies, financing institutions, and non-governmental organizations. The report has been re-organized into five main chapters covering: the role of oil and gas in the 21 st century; an overview of the upstream oil and gas industry, reflecting advancements in technology; environmental management approaches, including advances in international best practices and respective roles and interfaces between operators and governments; environmental impacts and mitigation measures, with references to latest relevant IOGP, IPIECA and UNEP specialized guidance documents; and regulatory requirements at national, regional, and international level. There was emphasis on topics that have developed or emerged over the past 20 years including the relationship between environmental management and social management, and biodiversity and ecosystem services impacts. The publication of the (freely available) second edition of this guide in 2020, endorsed by IOGP, IPIECA with close collaboration with UNEP, marks an important step in the industry's work to promote and facilitate effective and responsible management of the environmental risks that are within the industry's scope of responsibility. It is hoped that this document will also provide a useful tool for capacity building of key stakeholders in countries with new oil and gas industries.

Local content optimization is one of ExxonMobil's global best practices. Once oil was discovered in Guyana, ExxonMobil Guyana made the unprecedented decision of initiating local supplier development before Final Investment Decision (FID) and contractually mandated prime contractors to work to support a robust local content regime. Initial steps taken included: Establishing local content requirements in the prime contractor contracts and hiring DAI Global (DAI) to establish the Centre for Local Business Development to provide a mechanism to engage local businesses. Contracting DAI Global to analyze the Guyanese business environment, identify early opportunities for local content, develop fit-for-purpose development programs, and plan for long-term sustainability of the Centre. Modifying standard procurement practices to facilitate local supplier entry into the oil and gas market through supplier forums, unbundling and supplier mentoring activities. The Centre for Local Business Development (Centre) was conceptualized and announced months before FID. The Centre provides fit-for-purpose local supplier development programs based on the evolving needs of local businesses to enter the oil and gas supply chain. The Centre focuses on three key areas: supplier engagement and registration, general business support, and supplier development. Engagement and registration focuses on allowing businesses to garner the necessary information to make strategic investment decisions. General business support aims to build a pool of businesses compliant international standards. Supplier development utilizes mentoring programs to enable businesses to make the transition into the oil and gas supply chain and potentially win tenders. Optimizing local content in countries where industrial development is limited requires understanding the local supply chain and implementation of fit for purpose interventions as early as possible; testing initiatives; and adapting to the needs of local suppliers, operator and prime contractors. This paper outlines how early intervention in local capacity building enables local companies in a developing market (inadequate business infrastructure and systems) to successfully transition into the oil and gas value chain.

In the period 2005-2018, land transportation-related incidents reported to the International Association of Oil & Gas Producers, IOGP, resulted in 195 workforce fatalities. Land transportation-related incidents have historically been the single largest cause of fatalities in IOGP member company operations. This paper summarises IOGP's Motor Vehicle Crash, MVC, data and how the IOGP Land Transportation Subcommittee, LTSC, is using it to launch initiatives aimed at eliminating fatalities from the Upstream industry. IOGP members voluntarily report their annual Motor Vehicle Crash data against four categories: Category C - Catastrophic events, Category M - Major events, Category S - Serious events, Category O - Other events. IOGP Members are encouraged to collect kilometres/miles driven by motor vehicles on company business, including company, contractor or subcontractor vehicles. This data is required to calculate Motor Vehicle Crash Rates, MVCR. If we accept that no loss of life is acceptable, that people are vulnerable, even the best trained and most experienced make mistakes, and that we share the roads, then what can we do eliminate fatalities from motor vehicle crashes? Analysis of IOGP datasets, including MVC and the fatal events submitted for the annual safety performance indicators reporting, has led to a recommendation to implement 3+1 for no more fatalities on the road, which is being adopted by IOGP Members: Require use of three-point seatbelts and head restraints for all occupants for all type of vehicles. Safe vehicles - For any newly purchased, leased or contracted light vehicles, only select vehicles with a five star NCAP rating in the region where the vehicle is purchased. For any newly purchased, leased or contracted vehicles, equip/install vehicles with advanced vehicle technology based on outcome of risk assessment, and the +1) Visible leadership and commitment to implement IOGP Report 365 IOGP's MVC data records the annual global safety performance of the contributing IOGP member companies and associated contractors. This gives IOGP's Land Transport Sub Committee, LTSC, a unique view, broader than that derived from company or regional only data, and a unique platform to build initiatives from.