Year: 2010
Type: article
Abstract: There is growing recognition of the positive role that integrated assessments (IAs) can play in improving decision-making processes for public and private sector projects. Because IAs can help secure both the regulatory and the ‘social’ license to operate, an increasing number of companies, including Royal Dutch Shell, now require their undertaking for major projects. There are, however, limited published case studies to test IA theory and execution, and to provide practical lessons for others. The purpose of this paper is to summarize the undertaking of an IA for a heavy oil pilot project proposed by Shell in northern Alberta and to identify critical success factors. The paper explores key innovations in: (1) the organizational approach to the IA; (2) the scoping and impact evaluation processes; and (3) external communication of results and internal integration of the findings. The paper also provides lessons for industry, regulators, consultants and communities.
Authors: Marla Orenstein, Titus Fossgard-Moser, Trevor Hindmarch, Susan Dowse, Jordon Kuschminder, Pádraig McCloskey, Robert K. Mugo
Institutions: Shell (Netherlands), Shell (Canada)
Language: English
Subfield: Management, Monitoring, Policy and Law
Field: Environmental Science
Domain: Physical Sciences
Open Access status: bronze
OpenAlex ID: W2077866254