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.

Since 2014 Mexico has imposed a compact framework for Social Impact Assessment for companies in the Energy Sector as the first industry in the country to be required by law. In the case of PEMEX, the framework was not only the start point to demonstrate a solid understanding of the social conditions of Totonacas, indigenous communities impacted in Veracruz, Mexico, but also to define the complexity of impacts and appropriate social investment solutions. The effective use of Social Impact Assessment allowed PEMEX to understand today’ reality of Totonacas indigenous living within the Area of Influence (AI), therefore directly impacted by PEMEX operation in Veracruz, Mexico through a throughout characterization. The understanding of the indigenous’ limitations and challenges about the industry technical demands, as well as an appreciation of their culture and ancestral knowledge, led to identifying new avenues and opportunities for Totonacas. A savvy approach to Social Investment solutions led to a unique initiative: resuscitating Totonacas’ expertise around the vanilla production and complying with the company’ social investment requirements -sustainability, innovation, entrepreneurship, and seed capital. The above is the result of professional impact assessments, social engagement, indigenous participation, and innovation.

The Company has operations in the jungle of Peru where it is the operator of one block. The relationship with the communities is key to the success of the business and, therefore, in its social management model it establishes a participatory and constant dialogue with its stakeholders in order to identify, know and consider the social environment to contribute to their socio-economic development. From this process in one of the communities, the challenge arose of how to shorten the gaps in medical care, being accessible to the territory, the main cause. The socio-geographical environment of the community becomes an even greater challenge given the lack of access roads to the Amazon territory from the big cities of the country and the little presence of the institutions of the Peruvian state. Given this scenario, it was necessary to seek innovative solutions and change paradigms on medical care. In telemedicine an alternative was found to respond to this problem. However, telemedicine implies a great change and a great challenge. It is necessary to start with a project whose smaller scope would ensure its viability while preserving innovation and the paradigm shift as axes. In the EIA Social Baseline, it was determined that diseases and conditions of childbirth care influence the termination of pregnancy, in addition to increasing the risk of both maternal and infant mortality. For this reason, tele-ultrasound was chosen, since being an innovative methodology where the processes of acquisition and interpretation of ultrasound findings are separated, it allows to share images hundreds of kilometers away, and thus strengthen preventive health to ensure the life of the newborn and the mother. A partner with experience in the use of tele-medicine was necessary for this innovative project to be a reality, bringing public institutions closer and training the technical staff of the community medical post in the use of this technology. A 50% ultrasound of pregnant women (60 pregnant women attended) was performed, reaching five pregnant women who the system did not attend previously and finding an ultrasound finding of total placenta previa detected and a partial placenta previa. Through the use of tele-ultrasound echography, pregnant women who previously had difficulties in being able to be treated and have a proper follow-up of their pregnancy have been treated. In addition, the positive experience of the use of tele-ultrasound allowed the initial scope to be enlarged, being able to attend to other health specialties such as thyroid-related diseases or fatty liver.

Occidental Petroleum Corporation (Occidental) discovered the Porvenir field in 1978 and constructed the Porvenir Gas Plant in the early 1980s to separate condensate and re-inject gas into the field. The field and the gas plant located in Chuquisaca Department, Bolivia, were developed in partnership with Yacimientos Petroliferos Fiscales Bolivianos (YPFB), the Bolivia National Oil Company. A 40-year concession agreement expired in May 2017. Porvenir field production stopped in 2006, due to high water cut and sand migration problems. In 1996, Vintage Petroleum Boliviana Ltd (VPB), a wholly-owned subsidiary of Occidental, constructed a 10-inch pipeline to Porvenir Gas Plant, which processed and stabilized gas and condensate from the adjacent Nupuco and Chaco Sur fields until May 2017. Upon cessation of the field production and in compliance with the Bolivian Hydrocarbon Law 3058 and operation agreement, VPB undertook the Porvenir Gas Plant Decommissioning and Rehabilitation activities with the approval of the Ministry of Hydrocarbons and Ministry of Environment and Water in August 2017. The objective of this paper is to share the key process safety, process risk, environmental, and social responsibility considerations associated with the field and gas plant abandonment and rehabilitation. The paper also highlights project management and technical and non-technical risk management strategies that VPB adopted to achieve successful closure. The project's engagement with all the stakeholders— government entities, national oil company, communities, employees, contractors, and others—exemplifies Occidental's and VPB's fundamental approach and core values as Partner of Choice. VPB became the first oil and gas company in Bolivia to undertake such an endeavor in the recent times.

As part of its strategic plans, Vintage Petroleum Boliviana Ltd. (VPB), a wholly-owned subsidiary of Occidental Petroleum Corporation (Occidental), has developed and implemented a Social Responsibility (SR) Program that supports company business objectives and positively impacts and adds value to all stakeholders—employees, contractors, national oil company, communities, and the environment. VPB's SR Program achieves a balance between its oil and gas Exploration and Production (E&P) interests, and communities’ expectations and needs. The SR Program carried out through an extensive engagement process has served as the model for our operational excellence and resulted in alliances between VPB and the communities located in the areas of influence and at large. The objective and scope of this paper is to share the methodology, approach, and processes that VPB has successfully implemented to improve the quality of life of society as a whole and be a shared value partner with the communities. This paper addresses both tangible and intangible benefits that the communities have received and the quality of life enhancement of the communities’ inhabitants, as well as Key Performance Indicators (KPIs) used to measure performance for operational excellence, communities’ development, and project/program evaluation.

Repsol Exploración Perú (Repsol) develops its operations in accordance with its integrated policy and incorporates the criteria of safety, health and environment in all activities. In compliance with this policy, Repsol develops environmental management strategies (EMA) for its projects. The EMA prepared for the Environmental Impact Study of the Sagari Field Development Project - Block 57 is based on the mitigation hierarchy. This hierarchy proposes measures to avoid, mitigate, restore or compensate for the negative challenges identified for the project in its planning, construction, operation and abandonment stages. This project includes the completion of a well in Sagari BX, the drilling and completion of 2 development wells in Sagari AX, the drilling of an injector well, and the construction and operation of an 18.7 km conduit that joins the new facilities of production and connections to the affected facilities in Kinteroni. The project is located in an area of high biodiversity and overlaps the buffer zones of the Machiguenga Communal Reserve and Otishi National Park. This document has two objectives: The first is to show the mitigation measures incorporated into the project, which meet the highest industry standards. The second objective is to serve as a guide and reference during the planning of similar hydrocarbon exploration and development projects in the Amazon.

This paper outlines an oilfield services company's approach to supporting local economic development in areas surrounding an oilfield project in the Latin American region. The paper describes how the company identified local community needs and committed resources to contribute to sustainable economic improvements. Both the community and the company benefit from local economic development. Communities benefit from the stimulation of robust and varied local business enterprise development, which helps to improve local employment opportunities. The company benefits include meeting regulated local content targets. A long-term view of developing the local economy was taken. The oilfield services company partnered with the operator to promote learning and fund programs to build local workforce capacity. The company also partnered with businesses in collaboration with local authorities, educational establishments and non-governmental organizations. To understand the community needs, the company worked with the operator to prepare an inventory of relevant community assets for economic development, and map stakeholders such as educational establishments, NGOs, local contractors and registered business associations, which constituted the baseline. Rather than taking the lead on the project, the company adopted a multi-stakeholder process to development involvement of the local communities. This approach allowed the project to benefit from the various stakeholder contributions for example social investment, training, capability building and know-how transfer. This collaborative approach enabled the company to develop and implement a targeted local economic development plan for the area of operations. The paper describes the company framework, assessment approach and design of specific initiatives to promote local economic development. The paper demonstrates how a risk and outcomes based approach can be used to progress towards the UN Sustainable Development Goals (SDG 4, 8) that are most relevant to a company's operations.

The WHO Plan of Action for Workers Health (2015-2025) is focused on the gaps between and within countries in the exposure of workers and local communities to occupational hazards and in their access to occupational health services. Improving the health of workers, industry and communities can be achieved through well-coordinated public-private partnerships, with government leadership and with substantial participation of workers and employers. The Occupational Health activities of multinational corporations that focus on the advancement of Community Health are inherently beneficial by bringing reliable energy for development and safety, raising standards for overall health and health care services and creating employment opportunities. Health Corporate Responsibility (CR) provides the essential framework for the linkage between Occupational Health and Community Health. Health CR includes Workforce Health, Health Social Investment and Health Citizenship. Workforce Health activities help to ensure a healthy, safe and productive workforce and work environment, while establishing standards of health practice and case. Health Social Investment is made up of voluntary contributions to communities to create benefits and build relationships. Health Citizenship is leadership participation that strategically demonstrates the company's corporate responsibility for health. Underpinning each of these three areas are the internal and external partnerships, the evaluation of data and metrics to evaluate the effectiveness of programs and interventions, and the interface of the needs of the business and the needs of the community. In this paper, two public-private partnerships will be presented to demonstrate the concept of Health Social Investment. These will provide key insights into the linkages between Occupational Health and Community Health and will highlight how Chevron has partnered with public entities and governments to raise the standards for overall health and health care services to deliver community health programs in Angola (Sickle Cell Initiative) and in Colombia (Healthcare Access, Healthcare Training and Maternal-Child Health Programs). A description of each program and the positive impacts and results on the communities for each program will be presented.

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.

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.

Every organization, regardless of industry sector, strives to preserve the health and safety of their workforce. One such strategy, designed to this end, is to create a (global) culture of health (COH), inclusive of mental health. Over the last several decades, in the absence of a COH, company productivity, particularly in the energy mining and infrastructure space, can be severely taxed by an increase in non-communicable diseases (NCD's) which frequently present with mental illness as a co-morbidity. Such a burden is not only economic but can negatively impact any company's sustainability goals. As data is the latest currency here we define metrics which can be used to quantify a culture of health which is not mutually exclusive from a sustainability agenda. In fact on of the 17 sustainable development goals (SDG's) first presented by the United Nations in 2015, good health and well-being (SDG-#3), can now be quantified through multiple reporting frameworks like the Global Reporting Initiative (GRI). WHO, which has already endorsed the SDG campaign, has already declared mental illness as "the epidemic of our time." Such a declaration makes this ubiquitous condition a foreseeable risk. Global organizations therefore must include and promote mental illness mitigation policies and procedures to meet their duty of care obligations to their mobile workers. A global culture of health, inclusive of mental health, should be integrated with the corporation's sustainability agenda. Through reporting in the public domain, employees are able to recognize a corporate commitment to their health safety and environment.

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.

In this review, the role of the Health function is examined in relation to Safety, Security, Environment, and Social Performance in selected Shell capital projects over the previous ten years. The Health function has been identified as a critical enabler of a "Culture of Care" which contributed to additional value attributed to the function beyond its role of promotion and implementation of a healthy workplace. In the projects reviewed here, the intentional strategy to deploy Health function elements, activities and interventions incorporated into the framework of a "Care Strategy" was strongly associated with excellence in project performance and business outcomes. Measures for the assessment, including workforce engagement, participation in wellness activities, perceived level of care, total recordable case frequency (TRCF), and productivity expressed as hands on tools time average (HoTT) which all demonstrated a positive impact of Care Strategies. This finding supports the experience of Shell that when the Health function became a true project-business partner it contributes a positive impact on behaviors, communication, psychological safety and interaction with community.

This article examines the logic followed by two subsidiaries of the Total group in order to meet the expectations of local populations. This communication explores the ways in which the Congolese and Bolivian subsidiary manage these expectations: what resources do they have? How are these services internally organized to satisfy social demands? What are the tools available to enable local social development in line with the company's project? Is this development still compatible with the priority given to business issues? Our research encompasses two field surveys in Congo and Bolivia. We conducted 86 interviews in the two subsidiaries (49 in Bolivia and 37 in Congo) with both subsidiaries (CLO, social teams) and external stakeholders such as NGOs, environmental associations, experts, representatives of local communities and researchers. Our aim is to understand how societal conflicts are managed within these two subsidiaries, in order to identify and explain differences in these managements. We examined the different socio-economic and political contexts in which Total operates its hydrocarbon activities, showing that these contexts have different influences on how societal issues are taken into account. We reviewed the strategies used by the subsidiaries, engaging with the management profiles of "social risks" – as they are commonly identified by stakeholders. Finally, we studied the limits and resistances showed by subsidiaries to the application and development of societal tools. Our findings show that subsidiaries face similar social risks, but develop different strategies to manage them. In Bolivia, the objective assigned to the social team is to anticipate and minimize social risks. In Congo, the approach is more of a remediation one, symptomatic of the need to manage social problems on a case-by-case basis. These differences can been explained by subsidiaries’ cultures and by their visions of sustainable development, in particular in relation to risks and social conflicts. Finally, although Total has developed a number of rules, guidelines, procedures, guides, manuals and tools to address these issues – that are valid and relevant – the problem lies in their implementation.

Oil spill risk assessments are carried out in different ways, depending on the background for and the purpose of the analysis. One reason for these differences is the fact that oil spill risk assessment is a discipline at the interface between the technical/statistical analysis in Quantitative Risk Assessments (QRAs) and the biological/socio-economic analysis in Environmental Impact Assessments (EIAs). As a consequence of the EU Offshore Safety Directive (2013/30/EU), the risk of major environmental accidents shall now be included in QRAs for offshore oil & gas installations. Environmental Critical Elements (ECEs) shall be defined, in parallel to the Safety Critical Elements (SCE), which are analysed in QRAs. Moreover, limit values need to be defined for oil spill risk. Whereas including oil spill risk in QRAs has only been carried out systematically the latest few years, it has for many years been included in EIAs. But the extend of such analysis has varied significantly, also for the same type of projects in the same environmental settings. This paper reviews the background for the oil spill risk analysis in QRAs and EIAs, and outlines how the approaches used differs, where the QRAs analyse the likelihood component most detailed, and the EIAs analyse the consequence component most detailed. The reason for these differences is mainly historical. QRAs have traditionally been carried out focused on safety risk for people, calculating the likelihood of accidental scenarios and the consequences in terms of number of fatalities. Also, QRAs have been carried out with the aim of identifying which elements of the system should be improved in order to reduce the likelihood of accidental events, and to identify mitigation measures that can be applied when the likelihood has been reduced as much as reasonably practicable. In contrast, EIAs has mainly focused on the consequences of oil spills which are taking place; oil dispersion is modelled, and the biota, fishery and beaches possibly being impacted are being identified and assessed. The analysis has to a large degree been qualitative in contrast to the quantitative analysis in the QRAs; partly because the consequences of oil spills are so diverse, but probably also because EIAs typically are authored by biologist mainly focusing on qualitative analysis of the impacts on the marine life, whereas QRAs are mainly authored by engineers focused on the quantitative aspects. By highlighting the background for and the difference between oil spill risk analysis carried out in QRAs and EIAs, respectively, it is the ambition to provide a more enlightened basis for selecting methods and level of detail in oil spill risk analysis for various types of projects, and to establish a closer connection between oil spill risk analysis carried out for QRAs and oil spill risk analysis carried out for EIAs.

Historically, industries and society have used the linear model of economic growth, which is based on "take-make-dispose", however this model is not sustainable in today's world. A Circular Economy (CE) model supports "closing the loop" of products and services, recovering value of ecosystem services, while generating savings and creating value for companies and the society. In the Oil and Gas (O&G) business, Exploration and Production (E&P) activities take place across the globe. This is a case study on how to incorporate CE concepts across a network of global E&P activities. The aim is to leverage the organization in order to gather and share the best ideas and good practices from across the world in CE related to E&P activities. Our voyage towards the CE model was chartered in a three-axis project: Review of the waste management model Efficient communication of CE projects across the organization Circular decommissioning of assets Offshore assets in the E&P industry need a strategy in the short-term for decommissioning. This paper identifies the main barriers to be overtaken and a proposal of joint industry solutions. Reducing and reusing waste and raw materials is one of the main drivers to achieve a CE model. This fact led us to review our management of waste streams and establish a baseline, which allowed us to understand gaps and to develop an improvement strategy. Lastly, we knew that our Business Units (BUs) and exploration teams were full of innovative, driven professionals with good ideas and projects related to CE, but there was no focus in the Company to capture such ideas and little communication between peers in different countries. We present in this paper our vision to ensure success of a CE E&P Strategy as result of efficient communication. CE operating model, integrates the CE principles in the current business model to turn challenges into opportunities. Our expectation is to help inspire other companies in the joint global effort to achieve sustainable business development.

Numerous scientific reports highlight the continued global decline in biodiversity. In response, the 14 th Conference of the Parties for the UN Convention of Biological Diversity (CBD COP) agreed on the need to mainstream biodiversity into a number of sectors including of energy and mining. Accordingly, IPIECA-IOGP engaged with global stakeholders, sharing messages of good practices for biodiversity management. There is a clear need for engagement, which will continue in CBD COP-15 as a new post-2020 global biodiversity framework to set the necessary action to halt the decline in biodiversity is developed. IPIECA-IOGP engaged with the CBD COP-14 process in the following ways: Hosted an industry engagement and knowledge-sharing workshop and a cross-sectoral side event ahead and during CBD COP-14 Attended SBSTTA 21 and SBI 2 and contributed in multiple side events Presented at the ‘ International expert meeting on mainstreaming biodiversity in the energy and mining, infrastructure, and manufacturing and processing sectors’ Presented at CBD COP-14 High Level Segment Senior representation at the Leaders’ Breakfast IPIECA-IOGP and multiple member presentations at the Biodiversity and Business Forum Cross-sectoral messaging shared at the Rio Pavilion IPIECA-IOGP intervention during the COP negotiations IPIECA-IOGP's successful engagement at CBD COP-14 was acknowledged by a number of key international stakeholders, include Members States and UN bodies and was important in the work undertaken by IPIECA-IOGP and the oil and gas sector more widely. Lessons learned feed into ongoing outreach with the COP process. As CBD COP-15 draws closer, IPIECA-IOGP will be sharing messages around good BES management practices in the oil and gas industry. Underpinning the COP-14, and the future COP-15, engagements was a strong technical focus on the six interrelated management practices, providing a framework for management of BES across the oil and gas asset life cycle: Build BES into governance and business processes. Engage stakeholders and understand their expectations around BES. Understand BES baselines. Assess BES dependencies and potential impacts. Mitigate and manage BES impacts and identify BES opportunities. Select, measure and report BES performance indicators. Oil and gas companies integrate (BES) conservation considerations into their business management systems, using a risk-based approach to manage the potential impacts to the environment. Governments too can enhance efforts to embed biodiversity considerations in the life cycle. Coordination between sectors is key, particularly when developing national biodiversity strategies and action plans. Practice #5 considers the mitigation hierarchy (avoid, minimise, restore, offset), which offers industry and governments a framework for good practice management. Building on existing work, this messaging will be taken forward throughout communication to 2020 when CBD COP-15 sets the future global biodiversity agenda. The paper presents the new communications materials developed for the oil and gas industry engagement during the CBD COP process. There have been attempts at engaging in the past, but this represents a collaborative, industry approach which is both novel and effective to-date.

Mitigating greenhouse gas emissions and meeting the aim of the Paris Agreement requires worldwide action from all sectors of society. As a major emitter of energy-related CO2, the transport sector will require a transformation over the course of this century. Before, during and after the adoption of the Paris Agreement, IPIECA issued a series of publications, held dedicated workshops and hosted a number of topic-specific side events at UNFCCC COPs (Conference of Parties) to convene experts from industry, academia, think tanks and other stakeholders to produce a perspective on the potential pathways toward a low-emission future and the role of the oil and gas sector as an enabler. Building on this approach, IPIECA worked with experts within the sector and drawing upon data and literature from the IEA and other bodies to produce in-depth low-emission pathways for transport. IPIECA identified a wide range of technologies that will be necessary for transport sub-sectors (light-duty and heavy-duty road vehicles, aviation and maritime) to evolve to a low-emissions future. Continuing improvements in the efficiency of the internal combustion engines coupled with hybridization and optimized vehicle/vessel designs will provide significant GHG emission reductions. Electric vehicles are key for the light-duty sector, although the full life cycle of battery manufacture, utilization and disposal as well the sustainability of electricity generation source is particularly important if valid comparisons are to be made with internal combustion engines. More advanced biofuels, synthetic fuels, ‘e-fuels’ and hydrogen could also be used as a power source to improve emissions. And, there is a role for carbon capture and storage (CCS) in the production of hydrogen. Transport modes such as heavy-duty vehicles, aviation and commercial shipping need a significantly high energy density. Here electrification will present more of a challenge and there is the opportunity for use of sustainably sourced biomass as an alternative. This paper will lay out the IPIECA view on how the oil and gas industry can be part of the solution in meeting both the challenges of the Paris Agreement and the UN Sustainable Development Goals. It examines in detail potential pathways for the transformation of the transport sector and provides a perspective on the technologies and other key enablers of a low-emissions transport future.

This paper describes how an oilfield services companies worked with remote communities in the Latin American region to improve access to healthcare through the use of mobile healthcare units. In remote regions, limited access to local healthcare services makes seeking healthcare in larger towns the only viable option. This is not always feasible due to the long distances needed to travel between the communities and the towns. This paper describes how the company supported a mobile healthcare unit in rural communities in Latin America to improve availability and accessibly to healthcare services such as pediatrics, general medicine, basic dentistry, optometry, and laboratory examinations. Partnering with the operator and the country's Ministry of Health, the mobile healthcare units promote health initiatives and provide medical services. This has increased the availability of both preventive and curative healthcare in remote areas. Data from each unit is used by representatives of the Ministry of Health to coordinate follow-up visits with patients with chronic diseases such as anemia and trypanosomiasis in children and hypertension in adults. The data is also used to develop health profiles for specific communities to adapt the healthcare services to better meet their particular needs. Health promotion and disease prevention contributes to improved community well-being as well as improved health performance for the company's local personnel as they also have access to the healthcare units. The paper demonstrates how a multi-stakeholder initiative can increase access for remote communities to healthcare services and raise awareness of health issues to benefit the indigenous population as well the company's local workforce.