Balancing community needs with oil company timelines: How can you find a middle ground?

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When it comes to the oil and gas industry, the intersection of community needs and company timelines is a delicate balancing act. As you look to navigate this landscape, understanding the complexities and fostering a dialogue between stakeholders is crucial. Oil companies operate on schedules driven by market demands, project complexity, and regulatory frameworks, while communities affected by these operations have their own set of priorities, including environmental protection, economic benefits, and social impacts. Finding a middle ground requires a commitment to communication, collaboration, and compromise.

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Bill Whitelaw

Managing Director, Strategy and Sustainability at geoLOGIC systems
Brian Schulte

President Tesseral Ai | Focused on delivering industry-best solutions to your critical problems especially with AI and…

1 Engage Early

Engagement with communities should begin long before an oil project does. By involving local stakeholders in the planning process, you can identify potential issues and concerns early on. This proactive approach allows for the development of strategies that accommodate community needs without significantly disrupting company timelines. It's about listening and demonstrating that the community's voice has a tangible impact on decision-making, which can lead to more harmonious relationships and smoother project implementation.

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Brian Schulte

President Tesseral Ai | Focused on delivering industry-best solutions to your critical problems especially with AI and machine learning.
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Nowadays, oil and gas companies recognize community members as stakeholders and engage with them to discuss their plans and operations. Regular stakeholder meetings are conducted to solicit their perspectives. In Western Canada, some individuals may hold mineral rights, notably if their ancestors established homesteads, giving them a financial interest in oil and gas development. These companies often reinvest in the community by improving hospitals and schools and creating oilfield jobs locally. Indigenous people makeup 7.4% of Alberta's oil and gas workforce, double the national average for Indigenous employment in Canada. First Nations leaders are shaping their future by owning significant energy projects.

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Bill Whitelaw

Managing Director, Strategy and Sustainability at geoLOGIC systems
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Think in this new paradigm: "Permissions to Produce" (PTP). It's the logical (and appropriate) evolution of "social licence to operate". But PTP's underpinnings come from an orientation of seeking permission, not demanding licence. Permissioning begins from a place of peer and partnership equality and can cast a company's time imperatives and constraints in a different context through which solutions are collaboratively defined to meet timeframes acceptable and amenable to all parties.

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2 Assess Impact

A thorough impact assessment is a cornerstone of balancing community needs with oil company operations. This involves evaluating how exploration, extraction, and transportation activities affect local communities, both positively and negatively. You should consider the environmental, economic, social, and health impacts. With this information, you can work towards minimizing negative effects while enhancing the positive ones, ensuring that the community feels the benefits of the oil company's presence.

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3 Offer Benefits

Oil companies can find middle ground by offering direct benefits to the communities in which they operate. These benefits might include job creation, infrastructure development, or investment in local projects. By aligning company initiatives with community priorities, you can foster goodwill and support for ongoing and future projects. It's important that these benefits are not just one-time gestures but are part of a sustained effort to improve the quality of life for local residents.

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Bill Whitelaw

Managing Director, Strategy and Sustainability at geoLOGIC systems
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Use "double materiality" thinking to assess external impacts, both positive and negative. Use data to quantify them and let the data tell the story...once the data has been sanctioned by community stakeholders. This materiality assessment is also a phenomenal bridge-builder between companies and their communities.

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4 Build Trust

Trust is the foundation of any successful relationship between oil companies and communities. It's built over time through consistent and transparent actions. You should communicate openly about project goals, timelines, potential risks, and mitigation measures. Regular updates and responsiveness to community feedback show that the company is accountable and committed to mutual success. When trust is established, communities are more likely to be flexible with timelines when necessary.

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5 Continuous Dialogue

Maintaining an open line of communication is essential for navigating the complexities of oil and gas projects. Continuous dialogue ensures that community concerns are addressed promptly and that the company can adapt to changing local circumstances. This ongoing conversation should not be limited to formal meetings; it should also include informal interactions and opportunities for community members to provide input on project activities.

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6 Adapt Plans

Finally, adapting plans to accommodate community needs can be crucial in finding a middle ground. This might mean altering timelines, changing project scopes, or implementing additional safety measures. While such adaptations may incur costs or delays, they can ultimately lead to more sustainable operations and stronger community-company partnerships. Flexibility demonstrates a willingness to prioritize the well-being of the community alongside business objectives.

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Balancing community needs with oil company timelines: How can you find a middle ground?

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1 Engage Early

2 Assess Impact

3 Offer Benefits

4 Build Trust

5 Continuous Dialogue

6 Adapt Plans

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