The Environmental Roadmap: A Management Tool To Address Critical Project Environmental Management Issues
- Eugene Kolesnikov (Royal Haskoning) | T.F. Erik Huber (Royal Haskoning) | Thorsten Geyer (Royal Haskoning) | Sue Ford (BP plc) | Victor F. Putov (Rosneft)
- Document ID
- Society of Petroleum Engineers
- SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production, 12-14 April, Rio de Janeiro, Brazil
- Publication Date
- Document Type
- Conference Paper
- 2010. Society of Petroleum Engineers
- 4.2 Pipelines, Flowlines and Risers, 6.5.5 Oil and Chemical Spills, 4.1.2 Separation and Treating, 7.3.3 Project Management, 6.1 HSSE & Social Responsibility Management, 6.6.2 Environmental and Social Impact Assessments, 4.1.5 Processing Equipment
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Many decisions of critical importance to project success are taken at an early project stage. These decisions are increasingly expensive to reverse as the project matures. Identifying critical environmental management issues and incorporating them into the strategic decision making process at this stage can greatly benefit projects executed in a particularly sensitive natural, social, regulatory and political environment. Early Environmental and Social Impact Assessment (ESIA) may be undertaken to provide input into this process. However, ESIA requires substantial input data that may not be available at this stage. Alternatively, a simple identification of key environmental and social issues may be conducted using available information. Although beneficial, these traditional methodologies cannot address the full range of critical environmental management issues. The Environmental Roadmap methodology and tool has been developed to overcome these limitations.
The Environmental Roadmap combines critical issue identification, decision support analysis, and integrated project planning into a single decision support package for the project management team. The criticality of an environmental management issue is determined by its potential to drive project development decisions. Decision support analysis includes, inter alia, evaluation of main project options in terms of environmental and social sensitivities, effects on schedule and cost, and impact on stakeholder relationships. Integrated project planning is conducted to map key environmental management activities and deliverables as a single interrelated process flow that includes management of regulatory approvals, lender interface, public consultation and stakeholder engagement, engineering and project execution interface, environmental risk management, and review and assurance processes.
The Environmental Roadmap methodology and tool has been successfully applied during an early stage of an oil development project offshore Sakhalin Island, Russia.
Early in project implementation the project management team has to make important decisions regarding project development options, technology options, project organization, contracting strategy, principal project schedule, regulatory approvals and stakeholder engagement strategies, project financing alternatives and a number of other strategic issues. This strategic decision making process should address and integrate numerous challenges related to the project's natural and social environment as early as possible during project implementation to prevent costly mistakes and omissions. Two HSE methodologies and tools are typically used to inform such strategic decision making process: Environmental and Social Impact Assessment (ESIA) and simple environmental and social issue identification.
These methodologies provide valuable information to the project team but they have some significant limitations. ESIA does not address the full range of environmental management issues. Such issues as project organizational structure, contracting strategy, regulatory approval strategy, and integrated environmental management process planning are normally outside the ESIA scope. In addition ESIA requires substantial input data that may not be available at an early project stage. Issue identification is more flexible and may cover a broad range of issues. However, it provides only initial information that has to be integrated into the project decision making process to achieve its full value. As a result the project team may still face difficulties in evaluating environmental and social and management aspects of the project and the team could risk making costly mistakes or omissions.
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