Selected Assignments

Angola

2004-2005 TG was asked to develop a social investment strategy for a new on-shore LNG facility. The assignment included extensive stakeholder analysis (at the national, provincial and municipal levels), identifying and managing an Angolan subcontractor for participatory rapid appraisal, and preparing reports for the project management team. (Angola LNG)

Bolivia

2002 TG conducted a stakeholder analysis and risk assessment, designed a public consultation strategy and organized a series of meetings with international stakeholders on a 300 km natural gas pipeline and gas-to-liquid facility. (Pacific LNG)

Brazil

2001 TG managed the public affairs program that successfully permitted a 1,000 MW gas plant near São Paulo. The assignment included designing a communications strategy and implementation plan, retaining and managing local public affairs counsel, supervising project staff responsible for communications and community relations, and assuring alignment between corporate office public affairs objectives and project activities. (InterGen)

Chile

1996 TG conducted a comprehensive stakeholder analysis on public attitudes toward Santiago’s air pollution control program and proposed new initiatives to reduce mobile sources of pollution. The analysis, which included a detailed report to the National Environmental Council, contained in-depth interviews with over 20 environmental groups, opinion leaders, journalists and community activists. TG then designed the constitutionally mandated public participation component for Santiago’s air pollution control program. This component included strategies for outreach to key stakeholders, public education and compliance with regulatory requirements for public consultation. (Government of Chile and GTZ)

Colombia

1998-2000 TG completed an international stakeholder analysis, risk assessment and stakeholder engagement strategy for the controversial Samoré exploration well, located near an indigenous community and in a region controlled by one of Colombia’s largest guerrilla organizations. TG designed and implemented the engagement strategy, involving open and transparent communication with human rights groups, environmental and social activists, the Organization of American States and the news media. Finally, TG provided strategic counsel on a third-party mediation strategy. This effort included participation from local indigenous groups, the Colombian government, and the Organization of American States. (Occidental Oil and Gas Corporation)

Ecuador

2007- present Dr. Robert Wasserstrom serves lead social scientist advising Chevron in Maria Aguinda et al. v. Chevron Corporation. This assignment involves preparing expert testimony on indigenous rights and land issues for submission to the court. (Chevron)

2001-2004 TG was asked to evaluate a client’s existing community relations/community development program, recommend improvements, manage company staff through a complicated ownership transfer and design a community relations management system. In addition, TG restructured the company’s charitable foundation as a community development agency and aligned it with corporate objectives. (EnCanEcuador)

2003 TG negotiated the design and operating protocol for a $19 million fund dedicated to biodiversity conservation and environmental. This effort involved complex negotiations and consultations with at least 15 environmental organizations in Ecuador, their international counterparts, and third party experts with experience in foundation management. (EnCana Corporation)

2000 TG managed stakeholder and media relations to support the client’s competitive bid for a heavy oil pipeline construction project. (Williams Companies)

1999-2000 TG managed stakeholder relations and strategic communications for a new exploration and production block in the Amazon rainforest. (Burlington Resources International)

1998-2000 TG analyzed potential stakeholders, and designed and implemented an international stakeholder and media relations program for exploration and operations near national parks and in remote indigenous areas. (Occidental Oil and Gas Corporation)

1998 TG evaluated and redesigned an existing community relations program to assure that it would address potential conflict of interest involving local partners. (Santa Fe Energy Resources)

1996-1999 TG designed and managed an international stakeholder and indigenous relations program for major oil field development in Block 10, a highly sensitive rainforest area inhabited by native communities. TG partners also managed the company’s communications during a kidnapping that involved client staff members. Finally, TG prepared a detailed case study of indigenous relations in Block 10 for publication in Environment magazine. (ARCO)

1996 TG designed and implemented a stakeholder relations strategy near a major biological reserve, and recruited international third-party experts to assist in winning support for the project. (Amoco)

Equatorial Guinea

2007 TG advised the client on IFC standards for involuntary resettlement and land acquisition. TG partners conducted a stakeholder analysis and risk assessment for gas operations near Malabo. (Marathon Oil Corporation)

Guatemala

2000-2001 TG conducted a stakeholder analysis and risk assessment and recommended a stakeholder relations program for the client’s acquisition in a world biosphere reserve. (Anadarko Petroleum Corporation)

Indonesia

2001 TG participated in scoping a stakeholder strategy for the Tangguh natural gas project. (BP)

Kazakhstan

2002 TG prepared an environmental communications strategy for the client’s joint venture in Tengiz. In two consecutive years, TG trained the company’s environmental regulatory staff on risk communications. TG also developed detailed plans for communicating environmental messages to stakeholders. (Tengizchevroil)

Mexico

2004-2005 TG developed a social investment strategy, designed a public outreach plan and identified third party experts for a proposed regasification facility in Baja California. This assignment also included forming a Scientific Advisory Committee to review environmental permit applications, managing a participatory needs assessment, developing partnerships with local academic institutions, overseeing an economic impact analysis and supporting outreach to local officials. (Chevron)

Nigeria

2005-2008 TG managed a team of national and international development experts to implement a ground-breaking new community investment strategy in the Niger Delta. This assignment involved identifying and coordinating national and local NGOs; managing international experts; supporting and training the client’s internal team; developing guidance documents, manuals and training programs; and advising the client on current best practice in community development. TG senior partners supervised more than 30 local NGOs that were engaged to conduct the largest baseline assessment of living conditions ever completed in the Niger Delta. The results of this assessment were organized by TG into a series of reports that will serve as development plans for nearly 450 communities. (Chevron)

2001-2002 TG designed and managed a sustainable community development strategy for the Escravos Gas-to-Liquids Project in the Niger Delta. This assignment involved chairing the Community Development Subcommittee of the Labor/Public Affairs Integration Team; managing local subcontractors; collecting and analyzing socioeconomic data on local communities; creating a development strategy; and identifying and meeting with potential partners including international foundations, government agencies (USAID, DfID, European Union), the United Nations Development Program and the World Bank. (Chevron)

2001-2002 TG designed a socioeconomic and governance program for a major relocation project, supervised subcontractors, and identified potential development partners. TG experts assisted Chevron Nigeria, Ltd. in forming partnerships with USAID, the International Fund for Agriculture Development, the International Center for Living Aquatic Resources Management and the United Nations Development Program. (Chevron.)

2000-2002 TG designed the terms of reference for a large-scale socio-economic baseline study and supervised local subcontractors, conducted a detailed stakeholder analysis and risk assessment and developed a long-term stakeholder relations program for company operations in the Niger Delta. (Chevron)

Peru

1999 TG evaluated social risks associated with the Camisea gas field. (confidential)

1998-2000 TG designed and implemented a national and international stakeholder relations program for existing operations and new exploration projects, and trained company experts for Peru’s first public hearings on environmental permit applications. (Occidental Oil and Gas Corporation)

1997 TG designed and implemented a detailed stakeholder relations program for exploration in Peru’s rainforest. The assignment included complex analysis of indigenous organizations and other national and international stakeholders, identification of a local consultant for community relations activities and development of an engagement plan. In addition, TG provided training for the company’s first public environmental hearing. (Anadarko Petroleum Corporation)

Spain

2001-2004 TG managed stakeholder and media relations for an independent power plant project. This assignment included design of the client’s overall communications strategy and management of its local public affairs firm. (InterGen)

United States

2002 TG served as third-party consultants for a review of Shell’s U.S. operations by the Social Performance Management Unit. This review included operations in Wyoming, Michigan and Louisiana. TG took the lead on drafting a 40-page final report. (Shell Exploration and Production Company)

2001 TG conducted an internal and external stakeholder assessment for BP’s Texas business unit to measure performance against corporate values on environmental performance, community engagement and employee relations. This third-party assessment was posted on BP’s website. (BP)

1999-2000 TG managed public affairs for a major compressed air energy storage facility and related high-voltage lines in Ohio. This program included extensive public participation, a property value assurance policy and all related media relations and communications activities. (CAES Development Company)

1997-2000 TG organized an ongoing dialogue at Harvard University social and environmental issues in the Amazon rainforest. This dialogue, which took place over three years, included major oil companies, environmental groups, indigenous organizations and multilateral development banks. It led to new relationships among and between participants, a new level of understanding of the industry and its stakeholders, and a breakthrough collaborative effort, titled “Perspectives on Consultation,” published by Harvard University. (multi-client)

1997-1999 TG was invited to brief key environmental specialists and senior managers at the Overseas Private Investment Corporation, the World Bank and the International Finance Corporation on indigenous and other stakeholder issues affecting oil and gas development. (multi-client)

1995 TG designed and implemented public outreach campaigns to build support for a new electric substation near Baltimore. (Baltimore Gas & Electric Company)

1994-1995 TG organized a campaign to win community approval for three high-voltage transmission lines in Ohio, including developing a message strategy, supporting materials, forming and facilitating a community advisory council, providing risk communications training, and planning and supporting a series of public open houses. (Cleveland Electric Illuminating Company and Toledo Edison Company)

Venezuela

1998 TG conducted stakeholder assessment for a potential dialogue between international oil and gas companies and major NGOs. (multiclient)

West Africa

2003-2005 TG assisted in setting terms of reference for a large private social development fund. TG also wrote terms of reference for the fund and development plan. Subsequently, TG was asked to manage a team of NGOs in Nigeria, Ghana, Benin and Togo to conduct a participatory needs assessment and update the social investment strategy. (West Africa Gas Pipeline)

Worldwide

2004-2005 TG served on a team that revised a worldwide risk management system to address potential social and public affairs risks. (Chevron)

1998-2000 TG developed a world-wide corporate policy on indigenous and minority relations, and drafted implementation guidelines and created audit procedures for all community and stakeholder activities. This assignment involved writing a “Good Neighbor Policy” for worldwide operations, developing a new community relations management system for integration into the new HESMS and developing a community relations website. (Occidental Oil and Gas Corporation)