Gender diversity and inclusion in the oil and gas industry has been widely promoted in the last decade to advance women in leadership roles. Following this, the SPE Java Section launched an initiative to encourage and empower women in the industry. The section held a webinar in November, which was moderated by Niesharsa Triaswari from BP Indonesia. In the webinar four high-profile women discussed and shared their leadership and experience in the oil and industry: Shauna Noonan, 2020 SPE president and director of artificial lift engineering at Oxy; Evita H. Legowo, general director of Oil and Gas Government of Indonesia (2008-2012) and professor at Swiss German University; Melanie Cook, president of ExxonMobil Indonesia; and Dian Andyasuri, president of Shell Indonesia. The opening session was led by Shauna Noonan, who shared her experience and first steps in the industry when she first came to Indonesia working for Chevron.

Oil and gas industry have started integrating sustainability approaches into their oil and operations mainly aiming to manage risks particularly in Environment and Social (E&S) aspects. It is also seen to be aligned with Sustainable Development Goals (SDGs) where its main principles of sustainability have actually been adopted in the oil and gas activities. One of set of requirements that addresses sustainability aspects in a project is that Performance Standards (PS) developed by IFC (International Finance Corporation). IFC PS provides comprehensive standard of E&S practices which encourages transparency and positive contribution to environment and community. It has 8 elements, i.e. managing E&S risks and impacts (PS1), promoting safety and fair treatment of workers (PS2), avoiding pollution from project activities (PS3), managing risks to local communities (PS4), improving livelihoods of displaced persons (PS5), managing living natural resources sustainably (PS6), and protecting the indigenous peoples (PS7) and cultural heritage (PS8). Adopting IFC PS has been mostly becoming compulsory nowadays when dealing with financial institutions to support a project financing. This is also known as green financing where a project must adhere with a set of E&S requirements in managing project risks especially in E&S sides. Implementing IFC PS is such a challenging thing when the project has unique characteristics, e.g.

Since the nineteen seventies, Total E&P Indonesie (TEPI) operates a block in the Mahakam River delta, where it coexists with local communities that live in a traditional way and get their livelihoods from agriculture and marine activities such as shrimp farming. For ten years, the relationship with these communities has become more and more intense, occasionally leading to conflicts and reaching a peak where TEPI neighbors are getting unsatisfied with the company and have increasing societal expectations. Consequently, the societal strategy was in dire need of an update, to improve TEPI’s relationship with its stakeholders and ensure undisturbed operations. To achieve this goal, TEPI used SRM+, a corporate tool by which the company compares its perception of the societal context in which it operates with that of its external stakeholders, with a view to better adapting its societal strategy. Usually used at subsidiary level, the innovation here was that it was adjusted to the operational needs. In the Mahakam block, operations are divided into 3 assets, which cover several sites and have a dedicated management. Therefore, four SRM+ surveys were conducted: one on each of the assets and one at Province level to listen to higher level stakeholders. Internally, the survey consisted in workshops gathering around 50 people from societal and operations teams, in order to jointly identify the societal risks and to map the stakeholders. Externally, 45 stakeholders were interviewed, 27 at assets level and 18 at the level of East Kalimantan province. The result was the delivery of a uniquely shaped action plan, made of 4 different plans: one common and one for each asset. Each of these plans aimed at answering local stakeholder’s expectations, which vary from one asset to another. The global action plan targeted general actions to improve impact management, redirect the community development strategy towards needs of local communities, while improving the quality of relationships with stakeholders. Whilst this project strengthened ties between societal and operations teams, and triggered an opening of sites to local communities, it also enabled TEPI to improve its societal management practices and, most importantly, to better understand its neighbors.

Since the nineteen seventies, Total E&P Indonesie (TEPI) operates a block in the Mahakam River delta, where it coexists with local communities that live in a traditional way and get their livelihoods from agriculture and marine activities such as shrimp farming. For ten years, the relationship with these communities has become more and more intense, occasionally leading to conflicts and reaching a peak where TEPI neighbors are getting unsatisfied with the company and have increasing societal expectations. Consequently, the societal strategy was in dire need of an update, to improve TEPI’s relationship with its stakeholders and ensure undisturbed operations. To achieve this goal, TEPI used SRM+, a corporate tool by which the company compares its perception of the societal context in which it operates with that of its external stakeholders, with a view to better adapting its societal strategy. Usually used at subsidiary level, the innovation here was that it was adjusted to the operational needs. In the Mahakam block, operations are divided into 3 assets, which cover several sites and have a dedicated management. Therefore, four SRM+ surveys were conducted: one on each of the assets and one at Province level to listen to higher level stakeholders. Internally, the survey consisted in workshops gathering around 50 people from societal and operations teams, in order to jointly identify the societal risks and to map the stakeholders. Externally, 45 stakeholders were interviewed, 27 at assets level and 18 at the level of East Kalimantan province. The result was the delivery of a uniquely shaped action plan, made of 4 different plans: one common and one for each asset. Each of these plans aimed at answering local stakeholder’s expectations, which vary from one asset to another. The global action plan targeted general actions to improve impact management, redirect the community development strategy towards needs of local communities, while improving the quality of relationships with stakeholders. Whilst this project strengthened ties between societal and operations teams, and triggered an opening of sites to local communities, it also enabled TEPI to improve its societal management practices and, most importantly, to better understand its neighbors.

The Oil and Gas Industry requires 4H: High Investments, High Technology, High Risks and High skillful manpower. The Industry are facing difficult situation on obtaining local skillful manpower with high tech calibers due to unmatched between the Industry needs and the supplies of the educational institutions. Education is one of the key milestones stipulated in the Millenium Development Goals (MDGs).

Despite most of the MDGs are achieved or progressing, there are several goals needs major attention or required hard works. UN Secretary General Ban Ki - Moon in a UN report on the MDGs in 2013 confirms the global conditions associated with the level of achievement of the MDGs as a whole lot of progress. The proportion of urban slum dwellers is significantly decreased. Indonesia for example from 2000 to 2010 has been reduced from 34 % to 23 %. Likewise, the amount of decrease in TB patients and the fight against Malaria , and improvement efforts in health and basic education. On the MDG targets on Education that need hard works: the number of children out of school declined by almost half from 102 million to 57 million. While the MDG targets on Education that need attention: Poor children are three times likely to drop out of school compared with wealthier households.

Indonesia keeps improving the quality of education. From 1945 to nowadays Indonesia has changed into better improved curriculum for 10 times. However, the quality is still considered to be "low??. The PISA data shows that in the very last year , the score of student's ability in reading is 393, in mathematics 393, in problem solving 361, while the international average score is 450. This situation is caused by the low teacher's quality: 48,69% of the teachers do not have sufficient qualification of education and 70% of teachers are not certified yet. Furthermore, there are some problems of current education curriculum in Indonesia such as the content of the current curriculum is too much and it is not based on competence.

The national ratio of student and teacher numbers in elementary school level is 1:20 which means one teacher has to teach 20 students. It is better than the situation in Singapore ((1:25), Korea (1:31), and Philippines (1:35). The condition of secondary level is about similar. It is 1:15 in Indonesia which is better than Malaysia (1:18), China (1:19), or Thailnad (1:25). In fact, Indonesia still has the problem of uneven distribution of teachers. It really affects the quality of education in Indonesia. PISA shows that Indonesia is at the 34th out of 41 countries. In science, Indonesia is the 38th out of 41 countries.

Indonesia's achievements on education lag behind other countries both in terms of access and quality. The quality of education in Indonesia is the most on Below Level 1, the least on level 4, and none is on level 5. On the other hand, Thailand, Korea, and Japan has a little number of level 1 and the most of level 3, 4 dan 5.

In Human Development Index in ASEAN + 3 Countries, Indonesia takes position at 110 out of 164 countries. It is under Vietnam which is at 108. Malaysia is at 61. Thailand is at 7.

Total E&P Indonesie (TEPI) has been operating for more than 40 years in Mahakam Contract Area located at Mahakam Delta, Kutai Kartanegara District, East Kalimantan Province, Indonesia, despite the local environmental and social challenges. Mahakam Delta was initially covered with dense and diverse mangrove forests. The delta is ecologically and economically important for nursery & spawning ground of fish and shrimps and hence for supporting the livelihood of local communities from fishing activities. However in the last decades there has been a marked increase of local population activities and degradation of mangrove ecosystem due to the extensive use of natural resources resulting in the deforestation of mangrove.

Despite the growing complexity of oil and gas operations along with more mature oil and gas fields, TEPI is consistently committed to protect the environment and to live in harmony with surrounding communities as its paramount priorities. Successful oil and gas E&P operations in such environmentally and socially sensitive area require careful and intensive approach to minimize impacts to surrounding environment as well as to surrounding communities. This involves comprehensive environment and social baseline assessment and impact assessment studies, best practice in environment management for effective impacts reduction and mitigations, effective environment monitoring, intensive coordination with local authorities and socialization to local communities to obtain legal and public approval, acceptance, and support for the operations from the very beginning phase of operations planning until after the completion of the operations.

This paper highlights the key lessons learned from the case study of Total E&P Indonesie (TEPI) operations in the environmentally and socially sensitive area of Mahakam Delta.

Biodiversity policy has been established in the Total Group since 2007 which promotes minimization the impact of its activities on biodiversity, baseline surveys and environmental and social impact assessments for all new projects, giving special attention in zones where biological diversity is particularly rich and to provide information and raise awareness among its employees, clients, and the general public.Indonesia has ratified United Nations Convention on Biological Diversity which requires any activities to conduct Environment monitoring and assessment prior to start. With respect on this requirement and adapt to Total Group's value, Total E&P Indonesie (TEPI) has launched several biodiversity program dedicated to Delta Mahakam considering Delta Mahakam is one of biggest mangrove forest lies on the earth and act as habitat for vulnerable and distinctive species and nurseries and spawning ground for fishes and shrimps.Biodiversity program starts from the pre project phase until decommissioning phase through environment and social baseline studies in order to establish environment and social baseline condition. This information is critical and valuable to define sensitivity of the environment and identify biodiversity exist in the area. By knowing environment condition, mitigation efforts prepared and implemented during projects and activities. For sustainability of the program, involvement and partnership with stakeholder and local villagers in the biodiversity program has being introduced. Biodiversity program has also being supported by local authority in formation of government structural dedicated to Delta Mahakam management to synchronize all related sectors.Biodiversity monitoring is also being conducted in order to know status of biodiversity and measure the effectiveness of the program. The results were reported and registered in GIS which can be accessed through TEPI internet.In coordination with Total Group and partnership with local university, several studies were also being conducted in order to support the program. This paper is dedicated to share biodiversity program implemented by TEPI and East Kalimantan government in Delta Mahakam because we believe through biodiversity, we invest nature for future generation.

Copyright 2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production This paper was prepared for presentation at the SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production held in Perth, Australia, 11-13September 2012. This paper was selected for presentation by an SPE/APPEA program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed by the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited, its officers, or members. Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers or the Australian Petroleum Production & Exploration Association Limited is prohibited.

Weldon Mire is Senior Vice President of Human Resources for Halliburton Co., one of the world's largest energy services and engineering and construction companies. In addition, he is also Senior Vice President of Human Resources Development and Real Estate for Halliburton's Energy Services Group (ESG). Before joining the corporate staff, he worked as the ESG Country Vice President for Indonesia and Business Development Manager for Asia. A 27-year employee of Halliburton, Mire began his tenure with the company in field operations, moving quickly up the operation to Director of Strategic Business Development and Manager of the Tools, Testing, and Tubing-Conveyed Perforating product service line. Mire earned a BA degree in foreign languages from the U. of Southwest Louisiana-Lafayette, where he played varsity baseball and was named first team all-conference.