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Peru Camisea Gas Project

Agenda. . Current EventsPeruvian Political ContextGas

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Peru Camisea Gas Project

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    1. Peru Camisea Gas Project June 7th, 2006

    2. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    3. What is going on now? Project is in operation phase since 2004 5 spills along the pipeline Political scandal Native communities complains Lack of proper food (no fish) Cultural Impact

    4. Spills Location

    5. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    6. There have been 20 years since discovery of Camisea fields. 5 Presidents! How much has changed Peru?

    7. There have been 20 years since discovery of Camisea fields. 5 Presidents! How much has changed Peru?

    8. There have been 20 years since discovery of Camisea fields. 5 Presidents! How much has changed Peru?

    9. Inflation & GDP Graphs (annual change %)

    10. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    11. Current oil/gas status? Peru is a source of oil & gas. Oil production declining (1980:2000=2:1) Use of energy: industrial & electrical Demand 2004: 152.3 million cf/day Demand 2044: 1,579.9 million cf/day Demand will grow 10 times in 10 years! Camisea fields can satisfy that demand.

    12. Oil/Gas Fields Green: With Contracts Orange: Under Negotiations Yellow: Available Pink: Intangible White: Protected

    13. Camisea Fields Block 88 = San Martin + Cashiriari Fields 10 times other reserves in Peru Location: Rain forest region of Bajo Urubamba Cusco Neighbors: Nahua, Machiguenga, Manu!

    14. Camisea Proven Reserves Total Energy = 2,980 Tera Watts Hour Efficiency 55% ? Energy = 1,640 TWH Energy available 1998 = 16,7 TWH Actual energy 10 times than in 1998! Energy equivalent to 2,800 millions of barrels of oil.

    15. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    16. Background

    17. Description

    18. Camisea Location

    19. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    20. Research Questions Which are the stakeholders with more power in a project? Which are the interests that drive stakeholders to make decisions? When conflicts arise? When conflicts can be solved?

    21. Research Methodology

    22. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    23. Main Groups of Stakeholders

    24. List of Stakeholders

    25. Stakeholders Interests Analysis

    26. Stakeholders Interests Analysis

    27. Stakeholders Interests Analysis

    28. Stakeholders Interests Analysis

    29. Stakeholders Interests Analysis

    30. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    31. Conflicts

    32. Community - Community COMARU vs CECONAMA (Machiguengas associations) COMARU: cautious & protective CECONAMA: pro-engagement & for progress Conflict 1: gain more power (communities) to have more leverage with developer (Shell) Conflict 2: How to deal with Nantis. No legitimacy of some decisions. Strategy: Make alliances (i.e NGO CEDIA)

    33. Developer - Community Communities try to satisfy their interests and ask for some benefits to developers. Conflicts: Arise when interests are not fully satisfied. Protests. CECONAMA accepted/COMARU asked for Developers retirement of the area (2003) Result: Worked with Shell. Strong commitment.

    34. Government - Developer SHELL Peru (1998). Shell decided not to continue with the project. Conflict: Contract already signed & established. But Shell wanted to modify contract: Distribution in Lima. Free market to Brazil Modification Peruvian Electrical Law 1992. (price det) Result: Government did not agree. Shell freely decided not to go on.

    35. Financial Inst - Developer Citibank & US Imp-Exp withdraw funds for Camisea Conflicts: arise when I/NGOs appear Developers does not fulfill banks environmental policies (IDB) Result: No funds. Look for other investors.

    36. I/NGO - Developer CEDIA & AMAZON WATCH Actions: web page, protests, field visits and preparation of reports. Goal: Damage developer reputation. Result: Developers have managed I/NGO attack. But they may got delays in order to get new investors.

    37. I/NGO Financial Inst. When opposition of interests is strong I/NGOs try to stop projects cutting the funds. Worldwide campaigns, letters, protests. Example: RAN vs. Citibank Citibank was called the most destructive bank in the world. Strong campaign. Citibank leaders negotiated in person with RAN leaders in order to stop campaigns. Citibank did not provide funds to Camisea. Strategy: Worked. Reputation matters

    38. Agenda Current Events Peruvian Political Context Gas & Oil Industry in Peru The Project The Research Stakeholders Analysis Examples of Stakeholders Conflicts Conclusions & Recommendations

    39. Conclusions Stakeholder engagement plan (developed by Shell) worked. Conflicts of interests can be managed but if differences in missions or cultural-cognitive elements exits, consensus would be difficult to reach. Developers have more power if relationship with government is strong. NGO better influence a project by impacting financial institutions Rivalry among communities benefits developer.

    40. Recommendations Developers should show strong commitment with environmental and indigenous issues. Developers should be aware of the institutional conflicts among stakeholders. Developers should create legitimacy. Financial institutions should have strong environmental policies.

    41. The End QUESTIONS?

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