WSSD Report FINAL! - OGP

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THE OIL AND GAS INDUSTRY FROM RIO TO JOHANNESBURG AND BEYOND Technology cooperation and capacity building and the distribution of booklets and leaflets on health, safety and environmental issues. In addition to these efforts, the company is helping young people in need of skills to enhance their employment potential. Working closely with the city, the MetroGAS Foundation also maintains a role in monitoring community needs and adapting programmes accordingly. Graduation day at the company’s own institute of higher learning—the Universiti Teknologi PETRONAS National company; global outreach One of the most important missions of PETRONAS, the national oil company of Malaysia, is ‘to contribute to the well-being of the people and the nation.’ Since its inception in 1974, PETRONAS has been fulfilling this mission in a variety of ways, contributing significantly to the country’s social restructuring through growth with equity. Through its rapidly expanding and diversifying operations upstream and down, PETRONAS has created various spin-offs to benefit Malaysia and all its people. These include employment opportunities, infrastructural development, technology transfer, skills development, revenue generation and foreign exchange earnings through import substitution. Through its dealer and vendor development programmes, PETRONAS has also helped create subcontracting and entrepreneurial opportunities in areas that had previously relied on a subsistence rural economy. As PETRONAS has grown to become an international company with operations in more than 20 countries, so has its mission to contribute to the wellbeing of host populations. Educational efforts in these directions include the company’s own institute of higher learning: Universiti Teknologi PETRONAS (UTP). Thanks to these educational programmes, the corporation has been able to build a strong and highly skilled human resource base to meet the needs of Malaysia as well as its host nations. To date, PETRONAS has provided educational assistance to more than 13,000 students from Malaysia, Vietnam, Thailand, South Africa, Sudan and Turkmenistan. Photographs by Jeff Chock Holding hands; not handing out Just down the road from BP’s Galeota Point complex in Trinidad—generator of a significant portion of the nation’s wealth—is Mayaro, one of Trinidad’s poorest communities. BP first became involved in social issues in Mayaro when it decided to participate in the government’s Adopt-a-Community programme in 1998. Today, commitments range far and wide from a roadside beautification programme and security for fishermen at night to training and scholarships in industrial skills, steel band sponsorship and help in generating tourist development. All of this began with a consensus-building workshop. The resulting report identified Mayaro’s social needs. Most important of all, a steering committee with extensive community representation was established to mobilize community efforts, with empowerment as their theme. BP’s participation in the government’s ‘Adopt-a-Community’ programme is helping the people of Mayaro address a wide range of social needs. 54
CONTRIBUTING TO SUSTAINABLE DEVELOPMENT Technology cooperation and capacity building For the people of Mayaro, part of this empowerment is the realization that the health of a community can not rely on one employer—or one benefactor. Courses and training in such skills as hotel management, turkey-rearing and construction have all played a part in the programme. A feasibility study is currently under way on the possibilities of a trade school or multi-skill centre to further expand these efforts. Bringing business opportunities to Oman tilaaqah’ is a special help programme supported by ‘IShell that trains young people in Oman to start up and run their own businesses. Devised in 1995 to run in tandem with the Sultanate’s own drive for Omanization, the programme has since trained more than 350 Omanis, many of whom had been unemployed. Many are now in charge of their own enterprises, providing job opportunities for scores of fellow Omanis. Even participants who chose not to pursue an entrepreneurial career have found that their employment prospects in the public and private sectors have increased considerably. The success of Intilaaqah has inspired other Omani companies, including local banks, to participate. As a result, the original intent to train young unemployed people has widened. Now, a number of mature students have gone through the programme and set up their own businesses—further widening the circle of Intilaaqah-based capacity building. The initiative involves the recruitment of highpotential candidates at university level, with the process focusing more on learning ability than actual knowledge. The candidates are granted scholarships and then given the necessary language training before being fully integrated in an intensive educational course, leading ultimately to post-graduate or doctoral level. One Angolan geophysicist is currently undertaking a master’s programme in petroleum science at the Norwegian University of Science and Technology. In parallel, the programme offers on-the-job training to selected Sonangol employees in Norsk Hydro or at professional training institutions. Three recruits are already working for Norsk Hydro Angola and nine for Sonangol. By the end of 2005, the Norsk Hydro programme will have been responsible for training and developing some 65 highly-qualified professionals for top positions in the Angolan oil sector. Norsk Hydro’s Management and Technology Transfer Programme provides students with an advanced education in oilrelated subjects. Involving Angolans in oil’s future Norsk Hydro’s ambitious Management and Technology Transfer Programme for Angola was launched in 1998. This extensive training and education programme aims at building up the competence and experience of people at Sonangol, the state oil company, and giving students an advanced international education in oil-related subjects. Training tomorrow’s engineers in Indonesia Caltex (now part of ChevronTexaco) is not only an energy company. In Pekanbaru, Indonesia, it is also a school—the Caltex Polytechnic near the company’s Rumbai camp. Focusing on information technology, mechanical and electrical engineering and related subjects, the Caltex Polytechnic opened in September 2001 as the first facility of its type in Central Sumatra. 55
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