When engaging with indigenous peoples, we seek first to understand their social hierarchy, culture and traditions, as well as their priorities, expectations and preferences for dialogue. We engage with indigenous communities at the regional, local and individual levels by meeting regularly with regional governments, community associations, and local leaders. These meetings provide an opportunity to share information on our plans, seek local input and learn the views of our neighbors before we undertake activities that could impact their community.

For example, communication prior to, during and after preparation of the environmental impact assessment in Block 104 in Peru was crucial to the success we currently are experiencing with local groups. We held required government-sponsored workshops in previously agreed-upon venues and used audiovisual aids to enhance our communications. We also filmed these early meetings so that we could assess our communication efforts and verify compliance.

Additionally in Peru, we employ several people with ancestry and communication methods similar to these local groups. Thus, we were able to ascertain when members of communities were sufficiently prepared to assess and make informed decisions prior to signing the social license required to start our operations. And, based on analysis of social baseline cognitive maps developed from information gathered at these meetings,  we identified and were able to avoid areas of the Tigre River used by the native people for traditional practices.

In support of the Mackenzie Delta future pipeline in Canada, we continue working to build and maintain mutually beneficial relationships with the communities near the Parsons Lake natural gas field development in the Beaufort Delta of Canada’s Northwest Territories. Production from this field would help supply the Mackenzie Delta pipeline. We began working with local communities here in 1999, with our approach strongly influenced by aspects of the local culture, which is consensus-based and values established relationships between people. Examples of how we adapted our actions to better meet local expectations include:

• Joint meetings held with local officials and the general public that allowed for open and inclusive dialogue.
• Participation of Calgary-based employees in Beaufort Delta’s community events.
• Community investment that is based on community priorities.
• Using multi-disciplinary consultation teams to answer various technical questions from concerned citizens during meetings.

Since 2000, these actions have engaged local residents in more than 100 settings.

Further, we believe that we share a responsibility to support a skilled local work force, and indeed will benefit from doing so. This responsibility includes providing business opportunities to local individuals and companies and taking actions to preserve local culture. These actions reflect our corporate commitment to positively impact communities, and will contribute to a sustainable approach in developing Arctic resources.