DOCSLIB.ORG

Looking to the Future 2013 ‹

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Looking to the Future 2013 ‹ RC 6474 Sustainability Report Looking to the future 2013 ‹ Oando PLC 2, Ajose Adeogun Street Victoria Island Lagos, Nigeria Tel: +234 1 270 2400 E-mail: [email protected] Website: www.oandoplc.com www.oandoplc.com Designed and produced by Westbrand Design Ltd www.westbrand.net I [email protected] I +234 (0)1 453 4616 Oando PLC is the largest integrated energy solutions group in sub-Saharan Africa with a primary and secondary listing on the Nigerian Stock Exchange and JSE Limited respectively. What’s Inside About this report Our approach 06 Our sustainability strategy 10 Vision statement Reporting framework 13 Chairman’s statement To be the premier 14 Group Chief Executive’s statement 16 Awards & Recognitions company driven 20 by excellence Stakeholder engagement Our engagement approach 24 Key stakeholders 26 Principal stakeholder concerns 34 Governance 36 Mission statement Risk management 38 To be the leading Creating value through inspirational leadership Creating value through inspirational leadership integrated energy 42 Protecting our environment 48 Investing in our people solutions provider 56 Safety is a priority 60 Promoting ethical conduct 64 Creating value through strategic partnerships Working together 70 Developing the industry 74 Building a strong foundation 76 Targets and data Targets and Data 82 GRI Content Index 89 Feedback 90 - Oando Sustainability Report 2013 Looking to the Future 03 Stakeholder engagement Creating value through Creating value through Targets and data Feedback About this report inspirational leadership strategic partnerships Our approach 06 Our sustainability strategy About this report 10 Reporting framework 13 Chairman’s statement 14 Group Chief Executive’s statement 16 Awards & Recognitions 20 - Oando Sustainability Report 2013 - Oando Sustainability Report 2013 Looking to the Future Looking to the Future 04 05 About this report Stakeholder engagement Creating value through Creating value through Targets and data Feedback About this report inspirational leadership strategic partnerships Our approach We are mindful of the impact of our activities on our various stakeholders and on the environment. We work at identifying, understanding and proactively managing these impacts in a responsible manner. As part of our sustainability process, Introduction Identifying material issues senior leadership within the Company This is our second sustainability report. Each year our operating entities hold are interviewed to determine their It explains the Company’s economic, numerous stakeholder engagement The Triple-Bottom Line perspective on sustainability as a social and environmental strategies activities which help us identify issues concept and how they have and highlights our performance in the of concern. Issues identified within the Economic incorporated sustainability principles reporting year January 1 to December current period or during previous years into their respective businesses and 31, 2013. It reports the activities of are reviewed by management who operations. This ensures that Oando PLC and the divisions over monitor our progress on corrective Social sustainability is considered at every which the Company has management actions aimed at addressing such level of management and also helps control: issues. We also ensure that feedback the Company identify key training Environmental from stakeholders are incorporated into opportunities for employees. Each of ‹ Exploration and Production our overarching sustainability strategy. these activities have helped us define ‹ Energy Services our priority material issues and the Oando ‹ Gas and Power appropriate content for this report. ‹ Marketing ‹ Supply and Trading ‹ Terminals and Logistics This report concentrates primarily on Three Spheres in Sustainability our operations in Nigeria, although we develop even more robust approaches highlight aspects of our strategic plans Our material issues to better understand stakeholder During the year, senior management that affect our operations at locations concerns and material sustainability Our Material Issues in 2013 collated and analysed the results of outside Nigeria, where applicable. issues. There will be a review of our ‹ Creating value regular engagement with key stakeholder engagement processes ‹ Building partnerships stakeholders. Our material issues for Our report is aimed at our stakeholders and systems in 2014 looking at various 2013 were identified from these and it focuses on material issues, ‹ Access to technology options that enable stakeholders consultative interactions and developments and concerns that have contribute directly towards our Environmental ‹ Investing in our people collaborative activities as listed below. emerged during the year under review. sustainable development and provide We consider an issue material where it ‹ Workforce wellness an opportunity to get an external These issues have been organised has the potential to negatively impact perspective on our Sustainability ‹ Building our communities under the triple bottom line criteria for our business leadership position, strategy. commercial viability and social ‹ Promoting ethical conduct assessing organisational performance: Sustainability economic, social, environment which relevance to the communities and We aim to develop a Sustainability ‹ Protecting the environment have been addressed within this people we work with. At Oando, we are Panel comprising senior management, ‹ Water and air report. mindful of the impact of our activities independent experts and advisors on our various stakeholders and on the ‹ Waste management who will review the results from This process offers us the opportunity environment. We work at identifying, stakeholder engagement activities, Social Economic to improve on the Company’s services understanding and proactively monitor the Company’s performance in and reputation as we continuously managing this impact in a responsible relation to material issues identified, develop the appropriate strategies to manner. In making business decisions advise on risks and opportunities and navigate the social and political that push forward our corporate make recommendations to the Oando challenges present in our environment. strategy and objectives, we consider PLC Board for amendments to the We have further expatiated each of the three dimensions of sustainability – overal sustainability strategy of the these material issues within this report people, planet and profit. Group. Looking to the future, we intend to - Oando Sustainability Report 2013 - Oando Sustainability Report 2013 Looking to the Future Looking to the Future 06 07 About this report Stakeholder engagement Creating value through Creating value through Targets and data Feedback About this report inspirational leadership strategic partnerships Our approach Our people are an important company asset and stakeholder group. We continually review how best to ensure their wellness, reward them for loyalty and service, and compensate them for work done well. Economic Social Environmental Investing in our people Protecting the environment ICt isr eesasteinntiagl t hvaat wlue ecreate value for our Our people are an important company asset Many of our activities even when managed in various stakeholders and in particular for and stakeholder group. We aim to continually a responsible manner can have an adverse investors, who are entitled to a good return on ensure their wellness, reward them for their impact on the environment. We continually their investment. We also balance the loyalty and service, and compensate them for seek new ways by which we can continue to competing priorities of other key stakeholders work done well. We will not ignore the need to service the energy needs of modern society to ensure that all interests are catered for. focus on appropriate training and while protecting the environment that these professional development. Our succession resources are derived from. (pages 40 - 47) (pages 48 - 55) planning strategy should enhance sustainable organizational development and Building partnerships business continuity. Water and air quality We aim to further develop strong relationships (pages 56 - 59) Water is a natural resource and an important and partnerships with communities, one for our business. As a regulated business governments, our business peers and other we are subject to standards in relation to stakeholders so that we can understand our Workforce wellness water conservation and air pollution limits. respective needs better and identify, develop Healthy employees tend to be happier and Therefore we need to maintain efficient and deploy mutually beneficial solutions. We more productive employees. Therefore a safe systems that reduce any negative impact of also have a leadership role to play in and healthy workplace is a good investment our operations on these precious resources. for the long term growth of the Company. promoting positive developments within the (pages 52 - 53) industry. Workforce wellness programmes are an (pages 70 - 75) essential aspect of our workforce development strategy. Waste management (pages 62 - 63) Our operations generate a significant amount TAechcnoelosgsy ctaon itmepcrohven poerlfoorgmyance and of waste. We need to effectively manage this efficiency, minimise the environmental impact to prevent harm to the environment, and to of our activities, and provide new business Building our communities the health of people and animals. We opportunities. Therefore we continuously seek Our
Load more

Recommended publications
  • 2015 Oil & Gas Annual Report
    2015 OIL & GAS ANNUAL REPORT 1 | P a g e Table of Contents 1.0 REMARKS FROM DIRECTOR OF PETROLEUM RESOURCES 2.0 REGULATORY STRUCTURE OF THE NIGERIAN OIL AND GAS INDUSTRY 3.0 EVOLUTION OF THE NIGERIAN OIL AND GAS SECTOR 4.0 STATISTICAL DATA 4.1 UPSTREAM 4.1.1 Concessions 4.1.2 Speculative Data 4.1.3 Marginal Fields 4.1.4 Reserves 4.1.5 Exploration 4.1.6 Rig Activities 4.1.7 Well Activities 4.1.8 Production 4.1.9 Nigerian Crude/Condensate Export 4.2 DOWNSTREAM 4.2.1 Refinery Activities 4.2.2 Petroleum Product Importation 4.2.3 Petroleum roducts Importation Versus Local production 4.2.4 Petroleum Products Average Pricing 4.2.5 Retail Outlets 4.2.6 Petrochemical 4.2.7 Lubricant Blending Plants 4.3 GAS 4.3.1 Domestic Gas Supply Obligation (DGSO) 4.3.2 Gas Production and Utilization 4.3.3 Gas infrastructures 4.3.4 Liquefied Natural gas (LNG) Plants 4.3.5 Major Gas Projects 4.3.6 Gas Pipelines 4.4 HEALTH, SAFETY AND ENVIRONMENT 4.4.1 Accident Report 4.4.2 Spill Incidence report 4.5 REVENUE PERFORMANCE 5 Glossary Of Items 2 | P a g e 1.0 REMARKS FROM DIRECTOR OF PETROLEUM RESOURCES The sliding oil prices have continued to pose significant challenges to nation-states like Nigeria whose economy almost depends entirely on the proceeds from oil and gas activities. The global dip started when oil prices fell from US$112 to US$62 in 2014 and found a new bottom in January 2016 when OPEC basket price plummeted to US$26.50.
    [Show full text]
  • 2017 Corporate Responsibility Report
    2017 corporate responsibility report 2017 corporate responsibility report chevron in Nigeria human energy R chevron in Nigeria 1 2017 corporate responsibility report 2 chevron in Nigeria 2017 corporate responsibility report “We are the partner of choice not only for the goals we achieve but how we achieve them” At the heart of The Chevron Way is our vision … to be the global energy company most admired for its people, partnership and performance. We make this vision a reality by consistently putting our values into practice. The Chevron Way values distinguish us and guide our actions so that we get results the right way. Our values are diversity and inclusion, high performance, integrity and trust, partnership, protecting people and the environment. Cover photo credit: Marc Marriott Produced by: Policy, Government and Public Affairs (PGPA) Department, Chevron Nigeria Limited Design and Layout : Design and Reprographics Unit, Chevron Nigeria Limited chevron in Nigeria 3 2017 corporate responsibility report the chevron way explains who we are, what we do, what we believe and what we plan to accomplish 4 chevron in Nigeria 20172017 ccorporateorpporatee resresponsibilityponssibility reportreport table of contents message from the CMD 6 about chevron in nigeria 7 social investments 8 health 9 education 12 economic development 16 partnership initiatives in the niger delta 20 engaging stakeholders 26 our people 29 operating responsibly 35 nigerian content 41 awards 48 chevron in Nigeria 5 2017 corporate responsibility report of rapid change in the oil and gas industry, our focus remains on delivering that vision in an ethical and sustainable way. Our corporate responsibility focus areas are aligned with our business strategy of delivering industry-leading returns while developing high-value resource opportunities.
    [Show full text]
  • Investing in the Energy Value Chain
    Transforming Africa Investing in the energy value chain www.oandoplc.com Contents Introduction 03 What We Do 04 Operational Overview 06 Exploration & Production 10 Energy Services 12 Gas & Power 14 Terminaling 16 Supply & Trading 18 Marketing 20 Environmental, Health, Safety, 22 Security, and Quality Oando Foundation 24 Awards & Recognition 26 One of sub-Saharan Africa’s leading indigenous Introduction Through innovative management and energy groups: consistent value creation, Oando PLC has built a consortium of businesses geared towards delivering the entire energy value chain. Wale Tinubu Group Chief Executive From the company’s origins in downstream petroleum retailing, we have refocused our business model to encompass the entire energy spectrum. Today, the company comprises of six companies that specialise in upstream, midstream and downstream activities; combining to form one of Africa’s NPrimarily Slisted onE the Nigeria leading indigenous energy companies. Stock Exchange Primarily listed on the Nigeria Stock Exchange, Oando is the first African company to have a cross-border inward listing on the Johannesburg Stock Exchange. In addition, a subsidiary company, listed on the Toronto Stock Exchange, recently concluded the $1.5 billion acquisition of the Nigerian business of an International Oil Company (IOC), bn making us the country’s largest indigenous $acqui1sition .5of the Nigerian oil and gas producer. business of an International We are committed to exploring, producing Oil Company (IOC) and supplying the energy that drives the present and future growth of West Africa's economy. We have invested substantially in assets across the energy value chain; formed strategic alliances to maximise productivity; and are better positioned to continue to deliver value to our stakeholders in an environmentally sustainable manner.
    [Show full text]
  • Corporate Profile
    Corporate Profile August 2017 www.oandoplc.com Disclaimer This presentation includes certain forward looking statements with respect to regulatory authorities) or they may be reasonably anticipated economic This presentation does not constitute an certain development projects, potential collaborative partnerships, results of conditions in the case of escalated price and inflated cost forecasts. invitation to underwrite, subscribe for, or operations and certain plans and objectives of the Company including, in particular and without limitation, the statements regarding potential sales Possible Reserves: Possible reserves are quantities of recoverable otherwise acquire or dispose of any Oando revenues from projects, the both current and under development, possible hydrocarbons estimated on the basis of engineering and geological data that Plc (the “Company”) shares or other launch dates for new projects, ability to successfully integrate acquisitions or are less complete and less conclusive than the data used in estimates of securities. achieve production targets, and any revenue and profit guidance. By their probable reserves. Possible reserves are less certain to be recovered than very nature forward looking statements involve risk and uncertainty that could proved or probable reserves which means for purposes of reserves cause actual results and developments to differ materially from those classification there is a 10% probability that more than these reserves will be expressed or implied. The significant risks related to the Company’s business recovered, i.e. there is a 90% probability that less than these reserves will be which could cause the Company’s actual results and developments to differ recovered. This category includes those reserves that may be recovered by materially from those forward looking statements are discussed in the an enhanced recovery scheme that is not in operation and where there is Company’s annual report and other filings.
    [Show full text]
  • 2018 Nigerian Oil and Gas Industry Annual Report
    DEPARTMENT OF PETROLEUM RESOURCES Department of Petroleum Resources 2018 NIGERIAN OIL AND GAS INDUSTRY ANNUAL REPORT 2018 NIGERIAN OIL AND GAS INDUSTRY ANNUAL REPORT | 1 DEPARTMENT OF PETROLEUM RESOURCES TABLE OF CONTENTS 1. REMARKS FROM DIRECTOR OF PETROLEUM RESOURCES 9 2. REGULATORY STRUCTURE OF THE NIGERIAN OIL AND GAS INDUSTRY 11 3. MAKING MODULAR (MINI) REFINERIES WORK 12 4. STATISTICAL DATA 17 4.1 UPSTREAM 17 4.1.1 Concessions 17 4.1.2 Reserves 27 4.1.3 Field Exploration Activities 35 4.1.4 Field Development Activities 35 4.1.5 Rig Activities 40 4.1.6 Production Activities 41 4.2 MIDSTREAM 59 4.2.1 Nigerian Crude / Condensate Export 59 4.2.2 Refinery Activities 64 4.2.3 Domestic Gas Supply 67 4.2.4 Gas Supply Infrastructures 73 4.2.5 Petrochemicals 78 4.2..6 Lubricant Blending Plants 79 4.3 DOWNSTREAM 81 4.3.1 Summary of Refined Products 81 4.3.2 Retail Outlets 90 4.3.3 Petroleum Products Average Pricing 93 4.3.4 LPG Penetration 93 4.4 HEALTH, SAFETY AND ENVIRONMENT 95 4.4.1 Accident Report 95 4.4.2 Spill Incidence Report 98 5 GLOSSARY OF TERMS 109 2 | 2018 NIGERIAN OIL AND GAS INDUSTRY ANNUAL REPORT DEPARTMENT OF PETROLEUM RESOURCES LIST OF TABLES Table 1: 2018 Annual Report on Multi-Client Projects in Nigeria 17 Table 2: Status of Oil Mining Leases (OMLs) 18 Table 3: Status of Oil Prospecting Licenses (OPLs) 21 Table 4: Summary Of Acreage Situation As At 31 December 2018 23 Table 5: List of Marginal Fields 26 Table 6: Oil and Condensates Reserves, MMBbls 27 Table 7: Nigeria Oil & Condensate Reserves Distribution on Contract Basis
    [Show full text]
  • Financialstatements 2017.Pdf
    OANDO PLC Annual reports and consolidated financial statements For the year ended 31 December 2017 TABLE OF CONTENTS Page Note Page Directors and professional advisers 3 Directors’ report 4 7 Financial risk management 48 Statement of directors’ responsibilities 7 8 Segment information 55 Report of the independent auditors 8 9 Other operating income 58 10 Expenses by nature 59 11 Employee benefit expenses 59 Consolidated and separate financial statements: 12 Finance costs/income 60 Statement of profit or loss 15 13 Income tax expense 61 Statement of other comprehensive income 16 14 Earnings and dividend per share 62 Statement of financial position 17 15 Property, plant and equipment 63 Statement of changes in equity 19 16 Intangible assets 64 Statement of cash flows 21 17 Investment property 67 18 Investment in associate accounted for 67 using the equity method 19 Deferred tax 70 Note 20 Derivative financial assets 72 1 General information 22 21 Finance lease receivables 73 2 Basis of preparation 22 22 Non-current receivables 74 3 Changes in accounting policies and disclosures 23 23 Inventories 75 4 Basis of Consolidation 30 24 Trade and other receivables 75 5 Other significant accounting policies 25 Available-for-sale financial assets & 75 Investment in subsidiaries (a) Segment reporting 33 26 Cash and cash equivalents 76 (b) Revenue recognition 33 27 Discontinued operations and disposal 77 groups held for sale (c) Property, plant and equipment 34 28 Share capital & share premium 81 (d) Intangible assets 35 29 Other reserves 81 (e) Impairment
    [Show full text]
  • Oando Plc: Communication on Progress – United Nations Global Compact the Sustainability Journey So Far
    1 of 1 Page Oando Plc: Communication on Progress – United Nations Global Compact The Sustainability Journey so far. The period since our last report has proved quite interesting with a varied mix of challenges, opportunities, difficulties and learning; particularly given our peculiar operating environment. The Board of the company, in determining the corporate strategy for the year agreed that business sustainability was of paramount consideration in light of recent global and local trends. Thus, our 2012 corporate objectives focused on the following five major areas with direct links to business sustainability; The company recognizes that our People are to our business sustainability and performance is improved in an environment of mutual respect for the human and labour rights of all employees. Investments were therefore targeted at developing our people to build competencies and sustain optimal performance. The Environment, Health, Safety, Security & Quality are at the core of our business strategy such that consideration for the protection of the environment, maintaining the ecosystems and biodiversity in all areas of our operation, the health, safety, security of our personnel at all locations and the quality of all products and services we provide through our supply chain and business partners to our customers have remained major priorities across all our operations. Cost Optimization has become a necessity in the wake of the recent global financial downturn. Given the aggressive growth plans of the company, and the capital required to support this growth, funds must be expended on projects/acquisitions that provide maximum value for all stakeholders in a sustainable manner. Compliance with our regulatory obligations (the Group is listed on the Nigerian Stock Exchange – NSE, the Johannesburg Stock Exchange – the JSE, and the listing of our subsidiary on Toronto Stock Exchange – TSX), developing appropriate governance structures with relevant policies and procedure in keeping with best practices is definitely a continuous priority for the organization.
    [Show full text]
  • A REVIEW of the KEY PROVISIONS of the PETROLEUM INDUSTRY BILL and the IMPLICATIONS on DEREGULATION Olutumbi Abiodun Babayomi*
    BABAYOMI: A REVIEW OF THE KEY PROVISIONS OF THE NIGERIAN PETROLEUM INDUSTRY BILL 189 A REVIEW OF THE KEY PROVISIONS OF THE PETROLEUM INDUSTRY BILL AND THE IMPLICATIONS ON DEREGULATION Olutumbi Abiodun Babayomi* ABSTRACT or many years, Nigeria has been classified globally as a fitting illustration Fof a nation suffering from the resource curse problem. This is because after decades of oil production, many parts of Nigeria have little or nothing to show in terms of social, environmental and economic development. In a bid to break loose from the resource curse classification, attempts have been made to upgrade the Nigerian oil and gas legal framework in order to boost real growth and development. The proposed legislation, the Petroleum Industry Bill (PIB), is current- ly under legislative consideration and represents the most comprehensive review of the legal framework for the oil and gas sector in Nigeria since the industry began commercial operations in the 1960s. It could signal the dawn of a new era; an era in which restructuring and transformation could address many of the issues that have dominated the oil and gas industry in Sub-saharan Africa’s second-biggest economy. However, despite its radical promises, the PIB has constantly met a brick wall at the National Assembly. It then comes to question the reasons for this delay. If the proposed bill will do more harm than good to the country, why then has it been ingloriously delayed? This paper x-rays and reviews the potential contributions and key provisions of the PIB amongst other things for the stability and growth of the Nigerian oil and gas indus- try.
    [Show full text]
  • UK Trade and Investment Host Oando Energy Services In
    OandoOandoOandoA Quaterly In-house Journal of newsOando Group Jul- Sept, 2006. VOL. 5, NO. 3 UK Trade and Investment host Oando Energy Services in Aberdeen, Newcastle and London he UK Trade and Investment in content for providers of energy services by relationship with the organisation.” partnership with the NOF recently 2010. The opportunity therefore exists for UK Kamar Bakrin, MD/CEO Oando Energy Services TT organized a road show for Oando Energy companies to partner with reputable Nigerian comments, “Oando’s Energy Services business Services (OES) to meet with leading UK companies, like Oando for transfer of has migrated from suppliers and major contractors in the Oil and technologies and expertise.” managing supply chain Gas Sector in Aberdeen, Newcastle and London. function to also providing The first inward visit of this nature, the road show Joanne Leng, International Business o i l fields services is aimed at exploring UK/Nigeria trade opportunities in this sector. During the visit, the OES team met with over forty companies including KCA Deutag, Subsea 7, Wellstream International, Sonsub (Saipem Subsidiary) and DUCO (Technip). Oando Energy Services, which currently operates four Product Service Lines (PSLs) with plans to expand to six PSLs by the end of the year, has identified mutually beneficial partnerships with leading UK Companies to further exploit trade opportunities in the existing and prospective PSLs. Oando Energy Services is already in a strategic alliance with Halliburton Energy Services. The companies have been working together to (L-R) Mr. Kamar Bakrin, MD/CEO Oando Energy Services, Mr. Kevin Joseph, Executive provide first class integrated upstream oil Director Oando Energy Services, listening to the presentation of Mr.
    [Show full text]
  • National-Petroleum-Policy-Approved-By-FEC-In-July-2017.Pdf
    Nigeria National Petroleum Policy Ministry of Petroleum Resources 2 Nigeria National Petroleum Policy THE GOVERNMENT OF THE FEDERAL REPUBLIC OF NIGERIA ----------------------------------------------------------------------------------------------- NATIONAL PETROLEUM POLICY ---------------------------------------------------------------------------------------------- The purpose of this document is to define the policy of the Federal Government of Nigeria in respect of Nigeria’s crude oil endowment, establish its medium to long-term targets for the development of its crude oil endowment and record strategies to be pursued to ensure the successful implementation of the Policy Ministry of Petroleum Resources 3 Nigeria National Petroleum Policy INDEX 1. EXECUTIVE SUMMARY .................................................................................. 14 2. OVERVIEW ....................................................................................................... 19 2.1. Statement of the Petroleum Policy ............................................................. 19 2.2. Overview .................................................................................................... 19 3. INTRODUCTION AND BACKGROUND ........................................................... 21 3.1. Definition of Petroleum for the Policy ......................................................... 21 3.2. International Background ........................................................................... 21 3.2.1. Historic Prices ....................................................................................
    [Show full text]
  • Corporate Profile
    CORPORATE PROFILE March 2019 This presentation does not constitute an invitation to underwrite, subscribe for, or otherwise acquire or dispose of any Oando PLC (the “Company”) shares or other securities. This presentation includes certain forward looking statements with respect to certain development projects, potential collaborative partnerships, results of operations and certain plans and objectives of the Company including, in particular and without limitation, the statements regarding potential sales revenues from projects, both current and under development, possible launch dates for new projects, ability to successfully integrate acquisitions or achieve production targets, and any revenue and profit guidance. By their very nature forward looking statements involve risk and uncertainty that could cause actual results and developments to differ materially from those expressed or implied. The significant risks related to the Company’s business which could cause the Company’s actual results and developments to differ materially from those forward looking statements are discussed in the Company’s annual report and other filings. All forward looking statements in this presentation are based on information known to the Company on the date hereof. The Company will not publicly update or revise any forward looking statements, whether as a result of new information, future events or otherwise, other than is required by law. Past performance is no guide to future performance and persons needing advice should consult an independent financial adviser. All estimates of reserves and resources are classified in line with the European Securities and Markets Authority (ESMA/2013/319). All estimates are from Independent Reserves Evaluator Report having an effective date of 31st December 2018.
    [Show full text]
  • Negligence in the Niger Delta Decoding Shell and Eni’S Poor Record on Oil Spills
    NEGLIGENCE IN THE NIGER DELTA DECODING SHELL AND ENI’S POOR RECORD ON OIL SPILLS 1 CONTENTS Executive summary ............................................................................................................................................ 4 Methodology ..................................................................................................................................................... 8 1. Background .................................................................................................................................................. 11 Nigeria’s oil industry .................................................................................................................................... 11 The causes of oil spills .................................................................................................................................. 12 Industry regulations ..................................................................................................................................... 13 The human rights impact of oil pollution in the Niger Delta ........................................................................ 14 Business and human rights .......................................................................................................................... 15 2. Oil spill totals and averages ......................................................................................................................... 17 Are the companies under-reporting the spills? .............................................
    [Show full text]