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Abstract In a world where perception is reality it is crucial for oil & gas companies to maintain transparent and constructive relationships with their stakeholders. To ensure business continuity companies must build strategies that are centered on respect, listening, dialogue and stakeholder involvement. This has come to be known as establishing a "social license to operate." With this in mind, and with the help of the Altermondo consultancy, Total developed the SRM+ tool in 2006. This is a methodology by which an entity (a project group, a subsidiary) compares its internal vision of the societal context in which it operates with the perception of its external stakeholders and builds action plans aimed at bridging the gaps between them. In 2011 the Ichthys LNG Project in Australia, a Joint Venture between INPEX (operator) and Total, applied the SRM+ tool. A total of 35 external stakeholder groups were interviewed, from the Northern Territory, Western Australia and the Australian Capital Territory. Although most stakeholders stated they were very satisfied with the quality of their relationship with INPEX and the Ichthys Project, several valuable suggestions were made on how to improve the dialogue and strengthen relationships. The SRM+ process provided valuable insights that are difficult to glean from routine interaction with stakeholders. It also gave confidence to the Project managers that they understand the issues, concerns and expectations of key stakeholders and that external risks are being appropriately managed. Following the SRM+ engagement, several Project managers made adjustments to their strategies. Possibly the most important outcome of SRM+ was that it has created the foundation for the Ichthys Project's long-term approach to stakeholder engagement. Going forward, INPEX plans to build on the SRM+ process by developing and deploying a stakeholder relationship management software package for the Ichthys Project that will enable the organization to identify, manage and respond to issues of importance to its stakeholders. Doing so will ensure that the Ichthys Project is able to maintain its social license to operate.
Production has begun from the Inpex-operated Ichthys gas-condensate field in the Browse Basin offshore Western Australia. LNG production from the $40-billion project, which was beset by multiple delays, is expected to follow by the end of September. Produced gas from the subsea wells will be sent to the 120,000-tonne Ichthys Explorer semisubmersible platform for processing. Condensate will then be sent to the Ichthys Venturer floating production, storage, and offloading (FPSO) vessel, processed, and then stored before tanker export. The offshore facilities are expected to produce 1.6 billion scf/D of gas and 85,000 B/D of condensate.
Abstract Objectives/Scope Building an effective team is never easy. Imagine doing it in five different places that have variety of cultures. Ichthys Project has four modular fabrication yards within Asia region that supports the construction of the LNG plant in Darwin, Australia. Using a ‘One Team’ for ‘One Goal’ approach, by supporting respectful communications, risk management and problem solving with each other and our counterparts, we achieved relationships which are based on ‘active mutual support’. Methods, Procedures, Process The Senior Leadership team constantly reinvigorate the ‘Commitment to Deliver’ with actions that require mitigation measures at all sites. The cooperation of each individual to work successfully in implementing these were requested and expected to be delivered as we aim to achieve our objectives. In nurturing and cultivating the Incident and Injury Free (IIF) philosophy, we start by ensuring our site induction, which highlights the personal experience of our IIF safety culture, is world-class in content and delivery. Results, Observations, Conclusions Our relentless efforts in promoting the IIF culture across the international waters had seen us record over 145 Million Man-hours without any fatality while keeping our Total Recordable Incident Rate (TRIR) at 1.04 which is well below the international average rate of 3.14. This is achieved through our focus on key challenges that see us managing expectations. Clear communication with our clients, subcontractors and each other, have led to a better understanding in achieving our outcomes. We also continue to break down barriers where they exist, by strengthening relationships across vertical flows of people, process and knowledge. The Environmental aspects associated with the seasonal weather that we deal with in Darwin and overseas, made it all more important for us to stay on track in keeping our people safe and working right first time. We believe by building on our strengths and our initiatives such as Right First Time (RFT) coupled with the HSES and IIF programs keep our environment, assets and people safe; and the comprehensive training programs which we offer would create a more vigilant workforce that would instil safety as a value while applying the correct Project knowledge and skills when performing tasks. Novel/Additive Information Ichthys Project is ranked among the most significant oil and gas projects in the world and an example of how challenges coming from the different countries’ policies, different nationalities and cultures including coping with the harsh weathers of the five different locations could be overcome by a united will of each person involved in building a culture of prevention as One Team.
The complexity and challenges of Mega-Projects far exceeds simple multiples of large construction projects. Global supply chain, multiple locations of engineering, fabrication and construction, joint ventures in the ownership and the contracting, languages and more call for technologies in management and execution, but even more importantly, require extraordinary leadership and culture development. Leadership that sets a high bar of ethics, trust, standards of performance, and behaviour that transcend borders, language and contracts can be established on mega-projects and must be to overcome the inevitable problems with communication, company and country differences, transitions in project phases and turnover. The Ichthys Project in Darwin Australia has extended its field of work to the module fabrication in fabrication yards that are located in various countries, including China, Thailand and Philippines, and invested in Leadership technologies that are distinct from traditional project management, beginning of 2012. The project conducted well-planned and organized activities that began with senior management in Japan and has continued throughout 2016 to thousands of workers on-site. The project created an inspiring vision and values that captures the global scale and the imagination of managers, supervisors, engineers and workers in many countries. Managers then steadfastly and energetically engaged contractors, subcontractors and their teams in activities to fulfil this vision - in fab yards, engineering offices, warehouses, pre-start talks on site. JGC in collaboration with JMJ Associates will present leadership technology elements with specific examples of how this technology has been applied on the Ichthys Mega-project, and its resulting project outcomes, to address risks, particularly in safety, that have provided great ROI to success on future mega-projects. Key Words: Keywords should not exceed 5 words and be Calibri - 12 pt., italic