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COMMUNITY RELATION AND SUSTAINABLE DEVELOPMENT
1. Historical perspective:
Oil and gas companies have historically viewed and handled
community relations as an expense necessary to keep
operations going. This results are unmanned/unused clinics,
unpupilled schools, abandoned boreholes etc. There is a
direct relationship between this approach and the
restiveness in the Niger delta.
2. Our competitive advantage:
In
West Africa, many discoveries in the 10-50 MM barrels proven
reserves range are unproductive because:
Mergers has made such small fields uneconomical for
majors. With low corporate overheads and outsourced
operational contracts, our cost/barrel will be at most a
third of that of any major/s.
Community unrest has made onshore discoveries difficult for
majors to produce.
We will leverage our strong stakeholder relationship to
ensure zero shut down due to community unrests.
Majors are wary of farming out unproduced discoveries to
indigenous companies for fear of potential backlash due to
poor safety/environmental performance by indigenous
companies.
Our core values and outstanding track record of safety and
sound environmental stewardship makes us the partner of
choice for any major/s.
3. Our SD strategy:
Because SEPCOL measures her performance against a tripod
bottomline – economic, social and environmental stewardship,
our well structured social and sustainable environmental
programmes has over the years created the competitive edge
that has enabled us to improve our economic performance.
Our SD model has followed a recipient – donor pattern
whereby we feel the pulse of the local communities and
incorporate it into our SD programmes.
4. Our SD Focus:
Wherever we do business, we will develop the available human
capital, empower women and the youths, invest in health
related infrastructures as well as in community based
projects.
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