Issue No. 1 November 2005
This issue presents the top ten “unspoken" criteria for determining the success of EIAs performed for international oil &
gas development programs. Here is the basis for the list:
1. While waiting for delayed flights over the last month, I compiled a list of all the criteria that in my experience
have determined the success or failure of EIAs.
2. From that long list, I selected those that we typically would not see in published EIA guidelines - that is, what we
learn from experience actually goes right or wrong vs. what we may see in sanitized guidelines.
3. From that list, I selected what I consider to be ten of the most important criteria.
Enjoy. I’d value any feedback you would care to share regarding your thoughts/experience on the list.
Criteria
Keys to Success/Applications
Where Noted (example)
Project manager
commitment to EIA
process
The proponent’s development team PM is
actively engaged in the EIA process, vs simply
pushing the EIA to be completed as fast as
possible.
Brazil offshore seismic
survey
Adequate project
Information up front
The proponent’s engineers provide sufficient
details re: the project & potential impact sources
at the outset, vs. after impact analysis & EIA
preparation have begun.
Nigeria gas plant
development
Specific execution
plans
Consulting teams commit to required tasks &
deliverables in MS Project/similar format (linked
with project team schedule AND regulatory
review requirements.)
Venezuela gas field AOR
& pipeline development
Defining “who’s the
man" in stakeholder
engagement
Those stakeholders who ultimately have the
most influence on the project are identified &
addressed as priorities up front.
Libya seismic survey and
development programs
Ensuring team
members are team
players
The consulting team ensures that contracted
local experts raise any concerns to the team
first, not to regulators or the press.
Kazakhstan gas field &
pipeline development
Balancing capacity
building & project plan
requirements
The proponent invests in opportunities for
building local capacity when possible given
project budget & schedule, to facilitate future
projects.
Angola seismic surveys
& refinery development
Valuing local know
how and relations…
The team attracts & listens to guidance from
local experts who know the nuances of both the
physical & regulatory environment.
Trinidad LNG & port
development
…but not at the
expense of meeting
international standards
The project manager knows when to insist that,
despite other standards that may be
acceptable, standards that will withstand
international scrutiny must be applied.
West Africa trans-border
pipeline project
Consultant overload
Consulting teams admit when they are
overloaded, and proponents consider work
loads over market position and price when
selecting consulting teams.
Newly opened markets
(e.g., Brazil, Trinidad,
Libya.)
Implementable &
realistic mitigation
plans
Teams ensure that mitigation and monitoring
plans don’t over-commit proponent in efforts to
simplify/expedite regulatory approvals.
Colombia gas field &
processing facility
operations
Acorn International LLC
www.acornintl.net
