The objective of this paper is to analyse and present the key benefits and challenges related to the process of design, development and implementation of a set of sustainability management instructionscovering the full lifecycle upstream business through the presentation of an Eni case study. This paper will analyse the interaction of the emerging sustainability topics with the existing management systems already in place. The paper will also focus on the approach O&G Companies from their Headquarter (HQ) can provide at operational levels.
The case study key steps are: a) a gap analysis against the ISO 26000 standard (used as a reference standard) of the existing documents, b) the design of the overall set of documentation structure, c) the development of the documentation at HQ level, d) the pilot tests of implementation at branch level, e) the revision of the approach and definition of a program for deployment across the business and f) a program to support the definition of action plans for implementation of the system. Each project step included interviews with key functions, co-design workshops with stakeholders and engagement sessions with the business. The paper will also analyse and highlight the potential synergies with the new requirements included in the recently revised ISO 14001:2015 standard.
The main benefits achieved are consistency and management integrity across business units, raised awareness raising and structured changes adopted in the existing organisations. Key identified operative issues arising from the project were identified as training needs integrated with the existing systems such as management reviews and auditing programs.
Number of Pages
ISO 26000:2010 "Guidance on social responsibility"
IWNet SR 10 "Sistemi di gestione per la responsabilità sociale"
IPIECA "A Guide to Social Impact Assessment in the Oil and Gas Industry"