Quarantine management for the Barrow Island gas processing plant and oilfield ( Gorgon gas processing plant and oilfield operated by Chevron on Barrow Island, Australia )
Chevron Australia has operated the largest onshore oilfield in Australia on Barrow Island for more than 45 years. Despite this significant activity, the island’s unique biodiversity remains intact and the ecosystem remains essentially free of exotic plants and animals. This is not due to luck but to a rigorous Quarantine Management System (QMS) – a scalable system that enables fit-for-purpose management seamlessly integrated with existing environmental management systems and corporate management systems. The Western Australian Environmental Protection Authority described the QMS as ‘likely to be world’s best practice’.
Protecting marine turtles, cetaceans, and West African manatees as part of a Biodiversity Action Plan ( Angola LNG partners with the Wildlife Conservation Society while building a Liquefied Natural Gas (LNG) plant near the city of Soyo, Angola )
Angola LNG is using Chevron’s Operational Excellence Management System (OEMS) to manage the potential health, environmental, safety, reliability and efficiency risks, and potential impacts of the construction and operation of the Angola LNG project. A third-party accredited examiner of quality and environmental management systems has attested that the OEMS is aligned with International Organization for Standardization (ISO) 14001 and Occupational Health and Safety Advisory Services (OHSAS) 18001, two internationally-recognized accreditation standards for environmental and safety management.
In South Africa, water demand is expected to rise over the next 20 years while its supply is likely to decline. Persistently poor usage habits, physical and commercial water losses and ecological degradation, such as the loss of wetlands, have been among the chief causes for the impending crisis.
This book is an important and comprehensive piece of work that seeks to deepen the awareness and understanding of the nexus which spans across the issue of water and to explore solutions to the water scarcity challenge ahead.
In this pilot phase, WRG has worked with three partner governments – Jordan, the state of Karnataka and South Africa – to identify three priority levers of action in each government’s water use transformation space, with each lever corresponding to ones in WRG’s Charting Our Water Future report.
This document has evolved out of a growing sense that more mutually beneficial engagement between mining ompanies and ASM operators is needed. For this to happen, “good practices” need further definition and further sharing across companies. In this spirit, the ASM-LSM guidance note brings together for the first time a number of approaches and tools for companies to engage with ASM.
The genesis of this article occurred at the FSG-hosted Shared Value Summit in Cambridge, Massachusetts in June 2011 where sixty company representatives and co-authors of the Harvard Business Review article “Creating Shared Value,” Michael E. Porter and Mark Kramer, identified measurement as a key driver of shared value adoption. Nestlé, Intel, InterContinental Hotels Group, and the Rockefeller Foundation committed to work with and support FSG in developing this article on measuring shared value. Insights were drawn from a systematic literature review, in-depth interviews with featured companies, and FSG’s work on shared value with dozens of corporations
Through in‐depth, confidential interviews with over 40 key individuals (primarily from extractive companies but also including industry bodies, corporate law firms, insurers and research institutes) on the costs of company‐community conflict, the paper draws insights from how companies are responding to mitigate or avoid the occurrence, extent and costs of such conflict. From these interviews, and detailed case analysis, the paper identifies potential costs that can arise for extractive companies at different stages of a project’s life cycle (for example, costs to financing, construction, operations, reputation, etc.). A typology of costs is developed, tested and applied to 25 cases of company‐community conflict in the extractive industry. The paper concludes by drawing on this evidence base to reflect on the business case for improved risk management aimed at preventing and mitigating company‐community conflict.
The United Nations-backed Principles for Responsible Investment Initiative (PRI) is a network of international investors working together to put the six Principles for Responsible Investment into practice. The Principles were devised by the investment community. They reflect the view that environmental, social and corporate governance (ESG) issues can affect the performance of investment portfolios and therefore must be given appropriate consideration by investors if they are to fulfil their fiduciary (or equivalent) duty. The Principles provide a voluntary framework by which all investors can incorporate ESG issues into their decision-making and ownership practices and so better align their objectives with those of society at large.
Consistent with its mandate to pursue a world free from hunger and malnutrition, the following “FAO Policy on Indigenous and Tribal Peoples” has been formulated so as to ensure that FAO will make all due efforts to respect, include and promote indigenous issues in relevant work. In so doing, it joins the international community’s increasing mobilization in favour of the rights and concerns of indigenous peoples, most of whom suffer disproportionately from multiple adversities such as discrimination, poverty, ill health, political under-representation, and environmental and cultural degradation. Although much attention is focused on the challenges that indigenous peoples face, it is equally important to remember the specialized knowledge and ingenuity which often characterize indigenous livelihood practices. As an organization which specializes in rural poverty reduction and food security, it is imperative for FAO to consider indigenous peoples as fundamental stakeholders and partners in development.