OIL & GAS Revision and Development of an Oil and Gas Sector Corporate Responsibility Management System Oil and Gas Exploration Company, UK
Project Summary
Revision and Development of an Oil and Gas Sector Corporate Responsibility Management System Oil and Gas Exploration Company, UK
Key Project Elements • Review and Develop Company Corporate Responsibility Policy and Principles • Lead Workshops for Senior Managers to Achieve BuyIn for the Principles of Corporate Responsibility • Integration of CR and Project Management Systems • Benchmarking against Competitor Behaviour • Development of Performance Standards Derived from ISO 26000
CRA provides environmental advice and support to a specialist exploration company in the oil and gas sector in the UK, working as part of the corporate EHS team. Tasks include auditing supplier and contractor management systems and vessel operations, development of environmental controls, and provision of reports on performance to regulatory bodies. In addition, CRA has worked closely with the EHS team, project engineers and operational staff to develop and integrate Corporate Responsibility policies and principles within the project and operating management systems. CRA’s role has been to lead workshops to develop and engender understanding within senior management of the importance of Corporate Responsibility, to enlist their support to develop company principles of CR, and to help drive the integration of those principles into business practice. The company operates in socially and environmentally diverse locations where CR must be taken seriously to retain the “licence to operate”. To ensure that this happens, CRA has helped to develop performance standards which are based around the components of ISO 26000 standard “Guidance on Social Responsibility”. This allows CR issues to be identified at early project stages and treated along the same timeline and within the same process as traditional project development. Work was completed with local operational staff to identify where the pitfalls of poor CR may exist, and where opportunities for integrating good CR practice with normal operation can easily be achieved.
Ref: PS0007a