Social Performance

Social Performance Stephen Macklin; Stephen Macklin Shell International E&P B.V. Search for other works by this author on: This Site Google Scholar Saskia de Koning Saskia de Koning Shell International E&P B.V. Search for other works by this author on: This Site Google Scholar Paper presented at the SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production, Calgary, Alberta, Canada, March 2004. Paper Number: SPE-86612-MS https://doi.org/10.2118/86612-MS Published: March 29 2004 Cite View This Citation Add to Citation Manager Share Icon Share Twitter LinkedIn Get Permissions Search Site Citation Macklin, Stephen, and Saskia de Koning. "Social Performance." Paper presented at the SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production, Calgary, Alberta, Canada, March 2004. doi: https://doi.org/10.2118/86612-MS Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex Search nav search search input Search input auto suggest search filter All ContentAll ProceedingsSociety of Petroleum Engineers (SPE)SPE International Conference and Exhibition on Health, Safety, Environment, and Sustainability Search Advanced Search AbstractFor the purposes of this paper the definition of social performance is all the different ways - directly or indirectly - that EP businesses contribute positively to or impact negatively on the people in the communities and societies where we operate. Social performance should not be seen as a substitute for sustainable development, rather, as a key part of it.There is no doubt - the old boundaries separating business and society have changed. Increasingly, society expects that businesses should make a contribution to it, and we want to make that contribution. It's the right thing to do. It allows us, individually and collectively, to realise our personal aspirations to make a positive difference in the world. Also, it enables our businesses to perform better.Different groups of society have different expectations of us as Figure 1 shows. To act effectively, we need to recognise how we fit into society. In the past, EP companies' view of the world was like that of most businesses, with themselves firmly at the center. Other organizations populated that world in an orderly, segregated way. Today the picture is more complex. EP companies interact with a wide range of other groups, in society, who also interact and overlap with each other. Traditional relationships no longer apply. Engagement and dialogue are crucial to managing our impact on others, and their impact on us, effectively - both now and in the future.There is no time for delay. We should improve our social performance continuously by listening and taking appropriate actions. In addition, we should anticipate the future. We must get our projects and operations in shape for what will be required in 5–10 years time.Shell EP's vision for social performance is to work in partnership to deliver net benefit to our neighbors, communities, and to wider society affected by our operations. This vision recognises that every project has its associated costs and benefits - some financial, some environmental, some social - for our businesses and for those affected by our operations. Although the ultimate balance sheet on impact should present net benefit to all, no group should pay too high a price.The paper will outline social impact, and describe the recent developments within and key challenges faced by Shell EP, and the key features of its approach.ProposalIn order to integrate social performance into our business operations, we must fully understand how those operations impact society. After all, the lifetimes of our ventures are measured in decades, rather than years, and can exceed a century.We can't have an economic impact without having a social one. Our activities bring obvious changes to the physical environment. They also affect the economies within which we conduct them. Revenues are generated, jobs are created, new businesses are spawned. People's income levels change - and so do their patterns of behavior, and their expectations of what life has to offer. Our presence can introduce massive changes in the local and regional infrastructure. It can also cause cultural values, the hidden 'backbone', to alter as well. Keywords: necessary capability, upstream oil & gas, saskia, impact assessment, sustainability, right motivation, spe 86612, integrate social performance, social impact, partnership Subjects: Sustainability/Social Responsibility, Social responsibility and development This content is only available via PDF. 2004. Society of Petroleum Engineers You can access this article if you purchase or spend a download.

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