Aligning Responsibilities Between Operator and Contractor Community Liaison Teams in a Mature Oilfield in the Latin American Region
- Marcelo Pérez Benítez (Schlumberger) | John J. Zambrano Celly (Schlumberger) | Gabriela Vallejo (Schlumberger) | Manuel Paz (Schlumberger) | Nicholas Abrahams (Schlumberger)
- Document ID
- Society of Petroleum Engineers
- SPE International Conference and Exhibition on Health, Safety, Environment, and Sustainability, 27-31 July, Virtual
- Publication Date
- Document Type
- Conference Paper
- 2020. Society of Petroleum Engineers
- 6.6 Sustainability/Social Responsibility, 7.1 Asset and Portfolio Management, 6.6.6 Partnership and Communication, 7.3.3 Project Management, 7.1.6 Field Development Optimization and Planning, 7.2.1 Risk, Uncertainty and Risk Assessment, 7 Management and Information, 7.2 Risk Management and Decision-Making, 7.3 Strategic Planning and Management, 1.1 Well Planning, 6 Health, Safety, Security, Environment and Social Responsibility, 6.6 Sustainability/Social Responsibility, 6.6 Sustainability/Social Responsibility, 1.1 Well Planning
- Interfaces with operators, Community Liaison, Local content
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This paper explores the collective actions operators and oilfield services companies can take with local communities to promote long-term operational stability using a case study from a mature oilfield in the Latin American region.
When the current operator became the license holder, it also took ownership of all community-facing responsibilities. In the years that followed, the company signed a long-term commercial agreement to co-manage three blocks with specific project management responsibilities for the preparation of the field development plan, drilling campaigns, and facilities construction.
Following social due diligence during the business development phase, the company prioritized allocating time for analysis and planning to establish its own community liaison team. The priority was to align responsibilities and interfaces with the operator, while establishing structured long-term plans for community engagement, local content, and social investment.
With an operational footprint covering over 1200 km2 and over 80 indigenous and settler communities with a diversity of backgrounds, operational activities had to be managed sensitively.
In creating its own community liaison team, with limited responsibilities for direct interface with communities, the company focused on implementing fundamental and risk-based controls from its social management system.
The company focused on building a culture of respect for communities, mapping areas of potential sensitivity, managing tier 2 contractors’ social and environmental performance, optimizing local content by prioritizing local supplier participation and development and ensuring worker hiring processes are perceived as fair and transparent, and implementing a strategic social investment program along with the operator. Collaboration between the operator and company can lead to improved community well-being, operational stability and improved business performance.
The paper highlights the importance of social performance integration across the oil and gas industry value-chain. It provides insights into the practical application of the 2018 IPIECA community liaison officers’ team building and management guidance from a company perspective.
|File Size||588 KB||Number of Pages||8|
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