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Transcript of D’Appolonia’s experience as “External Compliance Monitoring Group” to “Lenders’...
D’Appolonia’s experience as “External Compliance Monitoring Group”
to “Lenders’ Independent Environmental and Social Consultant” in the private sector
Challenges and Opportunities
IAIA 15 – April 21st 2015
2000 – 2012 External Compliance Monitoring Group - Chad Cameroon pipeline
ECMG at the beginning - Chad
Cameroon
2000-2005 2006-2010 2011-to date
Commercial Banks
< 5 projects
< 5 projects
> 40 projects
> 40 projects
Growth
2004 – ongoing ECMG BTC Pipeline, Georgia, Azebijan, Turkey
•Chad-Cameroon Export Pipeline2001 2003
•Baku Tiblisi Ceyhan Pipeline •Perù LNG •Newmont Ahafo Gold Mine - Ghana
2004-2006
•Papua New Guinea LNG •Nord Stream pipeline•Ichthys LNG - Australia•Socar Turcas Aegean Refinery STAR - Turkey2007-2011
•Oyu Tolgoi mine - Mongolia•South Stream Pipeline - Black Sea•Etileno XXI Project - Mexico•Nacala Corridor - Mozambique•Anadarko LNG - Mozambique•Punta Catalina Power plant – Dominican Republic …………
2012 - 2015
Cat A projects
2006-2014 ECMG Newmont Ahafo Mine, Ghana
Sectors
2001-2003
2003-2006
2006-2011
2011-2014
2015-2017
€-
€5,000,000
€10,000,000
€15,000,000
Infrastructures & othersEnergy
?
Complexity
APPLICABLE STANDARDSFrom a single applicable standard (“WB Pollution and prevention & abatement handbook” and “IFC Environmental Assessment Guidelines”) to multiple and tailored standards (IFC PS, EP, OECD Common Approaches, Specific IFIs, and ECAs Standards…) to comply with for a specific project
BATTERY LIMITS & RISKS The actual definition of the project area of influence, associated facilities and the leverage, control and influence over third party’s actions
2008 – 2013 ECMG CAIRN pipeline system, India
A former ECMG team
Project Manager
Environmental Expert
Social Expert
Health &Safety Expert
SPECIALIZED TEAM Today, a different and more complex expertise is required
Increasing geographical specialization and technically specialized experts in those fields as required by the projects
2009 – ongoing IESC PNG LNG, Papua New Guinea
A current IESC team
2010 – ongoing IESC Tullow Oil, Ghana
Sector specific process experts (hydro, petrochemical, heavy industry, …)
• ESMS specialist• Biodiversity
specialist• Marine
specialist• Air Emissions
specialist
• SEP specialist• Human
resource specialist
• Cultural heritage specialist
• Indigenous peoples specialist
• Emergency preparedness and response specialist
• OHS specialist• QRA specialist
Project Manager
Environmental Expert
Biodiversity
Specialist
Marine Expert
Social Expert
RAP specialis
t
Labor Specialis
t
Health &Safety Expert
Community
Specialist
Process safety
Specialist
Evolving Trends
From environmentally viable projects to social, economical, environmental sustainable projects
Management of social impacts, gender equality, labor risks, implementation of safety management systems are now key aspects of the IESC evaluation
Stakeholder engagement, Compliance of the compensation process with EMS/RAP commitments, Resettlement and Livelihood Restoration measures, Communication aspects importance is increasing
EIA ESIA + ESMPs2009 – 2014 IESC Nord Stream pipeline, Russia, Finland, Germany
2011 – ongoing IESC Ichthys LNG, Australia
BeforeIFI
Project Sponsor
Lenders technical consultant
TodayPool of Lenders (IFIs, ECAs
Commercial Banks)
Sponsor, Borrower
Project Sponsor Advisor
Technical Advisor
Commercial Advisor
Legal Advisor
Players
Commercial banks and Export Credit Agencies involvement add value and bring additional challenges:
Increasing awareness of the banking systems towards EHSS issues - IESC to provide early warnings on issues/risks
adapting to their decision making process and to internal procedures to respond to the OECD Common Approaches, to the Equator Principles’ standards, to Lenders’ specific standards
2011 – ongoing IESC Socar Turcas Aegean Refinery STAR, Turkey
Commercial Banks /Export Credit Agencies
involvement
Proactive interaction with key players
Quickly response and timely advice to Lenders
Integrity and Independence
Ability to manage potential conflicts of interest perceived by Sponsors/Lenders
Capability to understand and manage the prevailing standards
Training to support Sponsors on EHSS issues, as needed
Adaptive response to changes
2012 – ongoing OHS Advisor Enerjisa Power Plant, Turkey
2012-ongoing IESC Etileno XXI, Mexico
Streamlined Due Diligence process
IESC involved at early stage of the process
ESHS Company policies and procedures already in line with international requirements (this was not the case in the past)
Awareness of the project sponsors towards the IESC role
Think positive (Lessons Learned)
Growth of internal resources to cover the most specialized role(s) (Team Leader, Project Manager)
Outsourcing to address specific requirements through a selected roster of freelances and local partners
Due Diligence schedules might be unrealistic: IESC needs to be flexible and to guarantee long lasting commitment
IESC is the “Eyes and Ears” throughout the project lifecycle
IESC adaptation process
2014 - ongoing IESC Nacala Corridor project, Mozambique
If this is not done, future ages will certainly look back upon us as a
people so immersed in the pursuit of wealth as to be blind to higher
considerations
Alfred Russel Wallace
Thank you
IAIA 15 – April 21st 2015
D’Appolonia S.p.A. Via San Nazaro,19 - 16145 Genova – Italy
Giovanni De Franchi Tel. +39 010 3628148 Fax +39 010 3621078
E-mail: [email protected]