Selected Projects

Angola

2004-2005

Angola

Designed 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

2008

Bolivia

Dr. Wasserstrom served as a technical advisor to the Director of Accountability (Ombudsman) at the Overseas Private Investment Corporation. This review involved an assessment of the borrower’s compliance with OPIC’s social policies, as well as with Bolivian mining and other laws. (OPIC)

2002

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

Brazil

Managed the public affairs program for a 1,000 MW electric generation 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

Chile

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

Colombia

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

2009

Ecuador

Analyzed existing social and environmental data for a major gold mining venture in Ecuador to assess its compliance with international laws, shifting government social policies, and international standards on resettlement and indigenous peoples. (Kinross Gold)

2007- 2013

Dr. Robert Wasserstrom prepared an expert report for the trial court in Maria Aguinda et al. v. Chevron Corporation and related international arbitration. (Chevron)

2001-2004

Evaluated a client’s existing community relations/community development program, managed company staff through a complicated ownership transfer and designed a community relations management system. In addition, TG restructured the company’s charitable foundation as a community development agency. (EnCanEcuador)

2003

Negotiated the design and operating protocol for a $19 million fund dedicated to biodiversity conservation and environmental protection. 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

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

1999-2000

Managed stakeholder relations and strategic communications for a new exploration and production block in the Amazon rainforest. (Burlington Resources International)

1998-2000

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

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

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

Designed and implemented a stakeholder relations strategy near a major biological reserve, and recruited international third-party experts. (Amoco)

Equatorial Guinea

2007

Equatorial Guinea

Advised the client on IFC standards for involuntary resettlement and land acquisition. Conducted a stakeholder analysis and risk assessment for gas operations near Malabo. (Marathon Oil Corporation)

Guatemala

2000-2001

Guatemala

Conducted a stakeholder analysis and social risk assessment for the client’s acquisition of oil operations in a world biosphere reserve. (Anadarko Petroleum Corporation)

Ghana

2009-10

Ghana

Participated in a team of experts headed by the University of Texas Center for Energy Economics that conducted a needs assessment of Ghana’s new oil and gas sector. TG was responsible for appraising long-term social impacts of off-shore oil development and identifying opportunities for U.S. government interventions in strengthening civil society and building capacity of government officials and community leaders. (USAID)

Indonesia

2001

Indonesia

Participated in scoping a stakeholder strategy for the Tangguh natural gas project. (BP)

Kazakhstan

2002

Kazakhstan

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

Mexico

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

Nigeria

Managed a team of national and international development experts in designing and implementing 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 serve as development plans for nearly 425 communities. (Chevron)

2001-2002

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

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

Wrote 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

Peru

Evaluated social risks associated with the Camisea gas field. (confidential)

1998-2000

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

Developed a detailed stakeholder relations program for exploration in Peru’s rainforest. The assignment included a multi-level 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 country’s first public environmental hearing. (Anadarko Petroleum Corporation)

Spain

2001-2004

Spain

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 contractor. (InterGen)

United States

2014 and 2015

United States

Assisted the client in designing an economic development initiative in rural New Mexico as it withdrew from long-term mining activities. Also facilitiated a series of planning meetings with community leaders and other stakeholders.

2012 and 2013

Conducted a needs assessment and baseline study, and identified potential partners for a social investment strategy in Southwestern Pennsylvania. (Chevron)

2002

Served as third-party expert 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

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

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

Organized a multi-stakeholder dialogue at Harvard University about social and environmental issues in the Amazon rainforest. This dialogue, which took place over three years, included major oil companies, environmental groups and indigenous organizations from Peru, Ecuador, Colombia, Venezuela and Bolivia, as well as 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

Briefed 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

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

1994-1995

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

Venezuela

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

West Africa

2003-2005

Wrote the terms of reference for a large private social investment fund sponsored by a joint venture of oil and gas companies. Also managed a team of NGO experts in Nigeria, Ghana, Benin and Togo who conducted a participatory needs assessment to identify appropriate social investment projects. (West Africa Gas Pipeline)

Worldwide

2010

Dr. Wasserstrom served as a key advisor to the International Finance Corporation in reviewing and revising its Performance Standard 7 on Indigenous Peoples. He analyzed how IFC’s professional staff determine whether proposed mining and hydrocarbon projects meet the agency’s standards for free, prior and informed consent or consultation (FPIC), broad community support (BCS), and community participation and other requirements. He also prepared five case studies about how free, prior and informed consent is applied around the world. (International Finance Corporation)

2004-2005

Served on a team that revised a worldwide risk management system to address potential social and public affairs risks. (Chevron)

1998-2000

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)