- A multi-layered and comprehensive, yet flexible, approach to engagement is required. A company needs to be able to adapt to changes in the local context when they emerge. This may mean reviewing engagement tools and techniques currently employed, or the type and extent of information shared, so that stakeholders can make informed decisions and add further value to ongoing engagement.
- Timeframes for engagement can vary between stakeholders, meaning that the different stakeholders may need more or less time to engage. These differences need to be understood and reflected in the engagement planning process.
- Some stakeholders will want an enduring relationship with a company, while others will be looking for a transactional relationship. This too should be reflected in the planning process.
Project background/scenario
Within the local context of this country, oil and gas operators are required to engage with ‘relevant’ stakeholders as part of the regulatory approvals process. A recent shift in the regulatory framework has led to a change in the definition of ‘relevant’, in terms of which stakeholders are considered ‘relevant’. As a result, oil and gas operators are now required to engage with a broader suite of stakeholders than has been required historically.
While this shift initially created uncertainty for both oil and gas operators and stakeholders, over time, and through focused conversations by oil and gas companies with the regulator, an understanding of the requirements was refined and clarified. These conversations were an important step in the refinement process, as representatives from the oil and gas sector brought to the table a wealth of experience in undertaking meaningful engagement and helped to shape regulatory requirements as they applied to future engagement requirements.
With this background, the oil and gas operator undertook a review of its stakeholders. In doing so, it was recognised that its existing stakeholder base had a strong understanding of the oil and gas industry, and its activities, but this was not the case with the individuals and groups that formed part of the broader suite of stakeholders.
To bridge this gap, the oil and gas operator revamped its engagement materials, including fact sheets, videos and other collateral, to provide further information on how the industry operates, its activities and the types of impacts and opportunities that arise. These revamped materials provided appropriate grounding for stakeholders new to the industry.
In addition, the oil and gas operator focused on understanding its broader suite of stakeholders, particularly their preferred methods of engagement. As such, the oil and gas operator expanded the methods of engagement, including onboarding several Community Engagement Officers, from key local communities who had proven communication and relationship-building skills. The insights gained from these Community Engagement Officers provided data for internal reporting on engagement success measures and was leveraged to help guide the planning process for future engagement activities.
How engagement was made meaningful
In this case study, engagement was made meaningful through the following:
- Principle 3 – a key point of discussion with the regulator was the time made available to stakeholders to engage with oil and gas companies/operators. The timeframes were revised to better suit stakeholder needs and provide sufficient opportunity to engage with the materials provided by oil and gas companies.
- Principle 4 – the oil and gas operator reviewed its approach to stakeholder engagement, in particular the methods previously used to engage with its stakeholders. The outcome of this review led to the introduction of additional engagement tools and techniques (e.g. newsletters, social media, and visual aids) to better align with stakeholder needs and expectations.