TECHNICAL PROGRAMME | Energy Leadership – Future Pathways
Stakeholder Engagement
Forum 31 | Technical Programme Hall 5
30
April
10:00
11:30
UTC+3
Stakeholder engagement is an expectation of responsible business conduct. While the energy industry provides critical benefits to society, it can have a significant social and environmental footprint and often risks causing or contributing to adverse impacts. Laws and regulations place obligations on industry and other stakeholders but going beyond these and meaningfully engaging with stakeholders to understand issues and opportunities makes good business sense and is a key to attaining and retaining a “social licence to operate”. This forum will explore best practices and benefits of effective stakeholder engagement, including case studies in diverse jurisdictions.
Environmental Impact Assessment (EIA) is a cornerstone for sustainable development in Iran’s petroleum industry, balancing economic growth with socio-environmental responsibilities. Effective stakeholder engagement within EIA processes is critical to securing a social license to operate and fostering responsible business conduct. This study examines how Iran’s petroleum sector integrates stakeholder perspectives across diverse projects, highlighting best practices, lessons learned, and policy advancements to enhance transparency and participation.
Drawing on the author’s 18 years of EIA expertise and leadership as Head of Sustainable Development at the Ministry of Petroleum, this paper analyzes stakeholder engagement in three project categories: (1) point-based projects, such as petrochemical plants and oil refineries (e.g., a petrochemical complex in Bushehr Province); (2) linear projects, including oil and gas pipelines (e.g., a petroleum products transfer pipeline from southwest to central Iran); and (3) large-scale field developments (e.g., an oilfield development in Khuzestan Province by the National Iranian South Oil Company). These case studies demonstrate how inclusive consultations with local communities, NGOs, and regulators have improved project outcomes, reduced conflicts, and enhanced environmental management plans.
At the policy level, the Ministry’s HSE Directorate has revised the EIA guidelines for the petroleum industry, emphasizing increased stakeholder participation and transparency. These reforms, coupled with efforts to assess and improve EIA effectiveness, have strengthened governance frameworks, aligning with the global theme of Pathways to an Energy Future for All. Best practices include participatory workshops and digital engagement platforms, while lessons learned highlight the need for capacity-building to address stakeholder concerns. Challenges, such as regulatory gaps, are addressed through actionable recommendations, including standardized stakeholder feedback mechanisms.
This study underscores EIA’s role as a collaborative platform, ensuring Iran’s petroleum industry meets societal expectations while advancing sustainability. By sharing practical insights and policy reforms, it contributes to global discussions on effective stakeholder engagement in the energy sector.
Drawing on the author’s 18 years of EIA expertise and leadership as Head of Sustainable Development at the Ministry of Petroleum, this paper analyzes stakeholder engagement in three project categories: (1) point-based projects, such as petrochemical plants and oil refineries (e.g., a petrochemical complex in Bushehr Province); (2) linear projects, including oil and gas pipelines (e.g., a petroleum products transfer pipeline from southwest to central Iran); and (3) large-scale field developments (e.g., an oilfield development in Khuzestan Province by the National Iranian South Oil Company). These case studies demonstrate how inclusive consultations with local communities, NGOs, and regulators have improved project outcomes, reduced conflicts, and enhanced environmental management plans.
At the policy level, the Ministry’s HSE Directorate has revised the EIA guidelines for the petroleum industry, emphasizing increased stakeholder participation and transparency. These reforms, coupled with efforts to assess and improve EIA effectiveness, have strengthened governance frameworks, aligning with the global theme of Pathways to an Energy Future for All. Best practices include participatory workshops and digital engagement platforms, while lessons learned highlight the need for capacity-building to address stakeholder concerns. Challenges, such as regulatory gaps, are addressed through actionable recommendations, including standardized stakeholder feedback mechanisms.
This study underscores EIA’s role as a collaborative platform, ensuring Iran’s petroleum industry meets societal expectations while advancing sustainability. By sharing practical insights and policy reforms, it contributes to global discussions on effective stakeholder engagement in the energy sector.
The increasing availability of publicly accessible satellite data has revolutionised how methane emissions are monitored and measured. With global coverage and near real-time insights, these tools offer regulators unprecedented visibility, enabling more informed and timely interventions. However, as public awareness grows, satellite data has sometimes been portrayed in the media as a mechanism for exposing operators – an approach that can hinder collaboration and long-term progress.
Effective methane emissions management requires a shift in narrative towards cooperation. By engaging local stakeholders and operators constructively, satellite data becomes a catalyst for understanding emission sources and effective mitigation. Drawing on real-world use cases from several countries in the Middle East and Central Asia, we identified key guiding principles for successful stakeholder engagement in methane reduction.
These principles have been applied across projects based on satellite methane detections, enabling multiple cases of successful mitigation through stakeholder engagement.
Since 2021, Carbon Limits, supported by the Oil and Gas Climate Initiative, has partnered with satellite provider GHGSat to detect methane superemitters using remote sensing. The program focused on operators of oil and gas assets in Iraq, Egypt, Algeria, and Kazakhstan. Satellite imagery, combined with public data, enabled identification of (i) asset types, (ii) probable emission sources, and (iii) data sharing with operators for confirmation and mitigation. Findings were shared with local stakeholders to verify leaks and explore mitigation options. As a result, three persistent sources averaging 3,200 kgCH₄/h were eliminated, demonstrating the impact of stakeholder engagement.
Another project promoted direct engagement with regulators to explore use cases for public satellite data in two countries. The team collaborated with regulators and operators to: (i) diagnose challenges in interpreting satellite data, (ii) co-develop plans to integrate it into regulatory workflows, (iii) test plans using real notifications, and (iv) deliver tailored capacity-building sessions. Outcomes include country-specific action plans and a case study report showing how satellite data supports emission detection, mitigation, and methane inventory improvements.
These case studies show that stakeholders often share aligned perspectives, and inclusive engagement can unlock productive collaboration. This approach is a powerful tool for accelerating methane mitigation, driven by satellite data. Lessons learned and best practices can be scaled to other regions to accelerate methane mitigation through strengthening local capacity.
Effective methane emissions management requires a shift in narrative towards cooperation. By engaging local stakeholders and operators constructively, satellite data becomes a catalyst for understanding emission sources and effective mitigation. Drawing on real-world use cases from several countries in the Middle East and Central Asia, we identified key guiding principles for successful stakeholder engagement in methane reduction.
- Collaborative approach. Foster partnerships between regulators and operators to co-design working solutions.
- Listen first. Avoid pre-judgments or a “we know better” mindset, and understand local practices, existing efforts, and needs.
- Trust-based relationships. Start with manageable steps that respect local capacity, scale efforts gradually while building trust.
- Knowledge transfer. Empower local actors with the tools, training, and access needed to monitor and manage emissions independently, fostering ownership and resilience.
These principles have been applied across projects based on satellite methane detections, enabling multiple cases of successful mitigation through stakeholder engagement.
Since 2021, Carbon Limits, supported by the Oil and Gas Climate Initiative, has partnered with satellite provider GHGSat to detect methane superemitters using remote sensing. The program focused on operators of oil and gas assets in Iraq, Egypt, Algeria, and Kazakhstan. Satellite imagery, combined with public data, enabled identification of (i) asset types, (ii) probable emission sources, and (iii) data sharing with operators for confirmation and mitigation. Findings were shared with local stakeholders to verify leaks and explore mitigation options. As a result, three persistent sources averaging 3,200 kgCH₄/h were eliminated, demonstrating the impact of stakeholder engagement.
Another project promoted direct engagement with regulators to explore use cases for public satellite data in two countries. The team collaborated with regulators and operators to: (i) diagnose challenges in interpreting satellite data, (ii) co-develop plans to integrate it into regulatory workflows, (iii) test plans using real notifications, and (iv) deliver tailored capacity-building sessions. Outcomes include country-specific action plans and a case study report showing how satellite data supports emission detection, mitigation, and methane inventory improvements.
These case studies show that stakeholders often share aligned perspectives, and inclusive engagement can unlock productive collaboration. This approach is a powerful tool for accelerating methane mitigation, driven by satellite data. Lessons learned and best practices can be scaled to other regions to accelerate methane mitigation through strengthening local capacity.
Motivation:
As expectations for responsible business practices intensify, particularly in the energy sector, stakeholder engagement has become critical to securing and maintaining a Social License to Operate (SLO). This presentation examines how energy companies are evolving Joint Venture Agreements (JVAs) to meet growing expectations for transparency, inclusiveness, and accountability, with a focus on community focused stakeholder engagement. The discussion will also highlight the evolving role of Indigenous groups who are shaping shared partnerships, ensuring credible processes, and delivering visible impact—especially in sensitive geographies where energy projects are being considered or built.
Problem Statement:
Despite increased awareness of ESG, many energy companies working in JVA projects still treat stakeholder engagement as a compliance requirement rather than an ongoing strategic asset to support the SLO, and to grow. Traditional business models prioritise short-term financial metrics and shareholder interests, often overlooking JVA dynamics that can influence long-term success.
The rise of stakeholder-centric thinking marks a fundamental shift: knowing, understanding, and actively managing relationships with affected communities and those “outside the fence” is now considered essential to business resilience.
Implementing social performance, or the how companies engage beyond their operational boundaries, has emerged as a key indicator of both corporate responsibility and JVA commercial viability. As expectations from regulators, investors, and all communities grow, energy companies are developing new capabilities to align stakeholder engagement with business strategy and innovation (ex. Ai), ensuring they meet both operational goals and societal expectations.
Approach:
This presentation will examine the impact JVAs have on meaningful stakeholder engagement. It will highlight how moving beyond compliance to build trust, co-create solutions, and strengthen relationships can contribute to project success and long-term value.
Key topics include:
• Integrating a Social Performance lens into project planning, execution and frameworks (ex UNDRIP)
• What trustworthy engagement looks like in complex social risk and impact contexts
• Defining and delivering ‘meaningful’ engagement
• Effective vs. ineffective communication and consultation approaches
• Creating shared value through local content, supply chains, and social investment
• Grievance mechanisms and responsive management.
Through case studies - such as NEXUS Gas Transmission Pipeline, Standing Rock Sioux Tribe, LNG Canada’s Community Level Integrated Social Management Plan, and other benefit agreements – this presentation will outline how transparent, inclusive, and sustained engagement in JVA projects have led to smoother implementation, reduced delays, stronger reputational capital, improved risk management and greater investor and stakeholder, indigenous & partner confidence.
Conclusion:
Stakeholder and Indigenous engagement is no longer optional within the energy sector, and JVAs that integrate it into governance and decision-making early on are better positioned to manage reputations, risks, include new innovation, meet evolving expectations, and build long-term shared value. Furthermore, securing the SLO depends not only on what JVA operations do, but how they engage—and with whom.
As expectations for responsible business practices intensify, particularly in the energy sector, stakeholder engagement has become critical to securing and maintaining a Social License to Operate (SLO). This presentation examines how energy companies are evolving Joint Venture Agreements (JVAs) to meet growing expectations for transparency, inclusiveness, and accountability, with a focus on community focused stakeholder engagement. The discussion will also highlight the evolving role of Indigenous groups who are shaping shared partnerships, ensuring credible processes, and delivering visible impact—especially in sensitive geographies where energy projects are being considered or built.
Problem Statement:
Despite increased awareness of ESG, many energy companies working in JVA projects still treat stakeholder engagement as a compliance requirement rather than an ongoing strategic asset to support the SLO, and to grow. Traditional business models prioritise short-term financial metrics and shareholder interests, often overlooking JVA dynamics that can influence long-term success.
The rise of stakeholder-centric thinking marks a fundamental shift: knowing, understanding, and actively managing relationships with affected communities and those “outside the fence” is now considered essential to business resilience.
Implementing social performance, or the how companies engage beyond their operational boundaries, has emerged as a key indicator of both corporate responsibility and JVA commercial viability. As expectations from regulators, investors, and all communities grow, energy companies are developing new capabilities to align stakeholder engagement with business strategy and innovation (ex. Ai), ensuring they meet both operational goals and societal expectations.
Approach:
This presentation will examine the impact JVAs have on meaningful stakeholder engagement. It will highlight how moving beyond compliance to build trust, co-create solutions, and strengthen relationships can contribute to project success and long-term value.
Key topics include:
• Integrating a Social Performance lens into project planning, execution and frameworks (ex UNDRIP)
• What trustworthy engagement looks like in complex social risk and impact contexts
• Defining and delivering ‘meaningful’ engagement
• Effective vs. ineffective communication and consultation approaches
• Creating shared value through local content, supply chains, and social investment
• Grievance mechanisms and responsive management.
Through case studies - such as NEXUS Gas Transmission Pipeline, Standing Rock Sioux Tribe, LNG Canada’s Community Level Integrated Social Management Plan, and other benefit agreements – this presentation will outline how transparent, inclusive, and sustained engagement in JVA projects have led to smoother implementation, reduced delays, stronger reputational capital, improved risk management and greater investor and stakeholder, indigenous & partner confidence.
Conclusion:
Stakeholder and Indigenous engagement is no longer optional within the energy sector, and JVAs that integrate it into governance and decision-making early on are better positioned to manage reputations, risks, include new innovation, meet evolving expectations, and build long-term shared value. Furthermore, securing the SLO depends not only on what JVA operations do, but how they engage—and with whom.
There is no single roadmap for the energy transition. Each country and market is navigating its own complex path. While progress is being made, it remains uneven - and in many areas, is stalling.
The global demand for secure, accessible, affordable, and sustainable energy is increasing. Meeting this demand requires more than technical innovation, it calls for a fundamental shift in how we engage those most affected. Whether it's developing countries struggling to access clean, affordable power, communities on the front line of climate change, or oil-based economies pursuing diversification, solving the energy trilemma isn't lust about investment in technology - it's about building trust.
As the energy sector grapples with its environmental, social, and economic footprint, both governments and businessses must move beyond compliance. It's time to reclaim proven engagement models that build consensus and accelerate action - securing the vital "social license to operate."
This paper revisists the UK nuclear industry's National Stakeholder Dialogue, presented at the 2001 World Energy Congress under the title "Stakeholder Dialogue: A New Paradigm for a New Millenium."
Emerging from the fallout of Shell's Brent Spar crisis and the polarised nuclear debates of the 1990s, it offered a practical framework for uniting government, industry, civil society, NGOs and communities - not as adversaries, but as partners.
At its core was a shift from the outdated DAD model (Decide-Announce-Defend) to a more collaborative DAI model (Define-Agree-Implement). By applying the PIN model (Position-Interests-Needs), participants moved beyond fixed positions to uncover common interests and needs - creating common ground to build from.
This paradigm shift has only grown more urgent since the turn of the millenium, the rise of social media, stakeholder activism and global movements has radically amplified stakeholder power, legitimacy, and urgency for action.
With the 2026 WPC Congress in Riyadh themed "Pathways to an Energy Future for All," this paper makes the case for revitalising trusted stakeholder engagement models. The PIN and DAI frameworks offer practical tools for constructive dialogue - building trust, resolving tensions, and accelerating progress.
In an era defined by complexity, disruption, and rising expectations, stakeholder engagement is no longer a soft skill. It is a strategic leadership imperative.
The global demand for secure, accessible, affordable, and sustainable energy is increasing. Meeting this demand requires more than technical innovation, it calls for a fundamental shift in how we engage those most affected. Whether it's developing countries struggling to access clean, affordable power, communities on the front line of climate change, or oil-based economies pursuing diversification, solving the energy trilemma isn't lust about investment in technology - it's about building trust.
As the energy sector grapples with its environmental, social, and economic footprint, both governments and businessses must move beyond compliance. It's time to reclaim proven engagement models that build consensus and accelerate action - securing the vital "social license to operate."
This paper revisists the UK nuclear industry's National Stakeholder Dialogue, presented at the 2001 World Energy Congress under the title "Stakeholder Dialogue: A New Paradigm for a New Millenium."
Emerging from the fallout of Shell's Brent Spar crisis and the polarised nuclear debates of the 1990s, it offered a practical framework for uniting government, industry, civil society, NGOs and communities - not as adversaries, but as partners.
At its core was a shift from the outdated DAD model (Decide-Announce-Defend) to a more collaborative DAI model (Define-Agree-Implement). By applying the PIN model (Position-Interests-Needs), participants moved beyond fixed positions to uncover common interests and needs - creating common ground to build from.
This paradigm shift has only grown more urgent since the turn of the millenium, the rise of social media, stakeholder activism and global movements has radically amplified stakeholder power, legitimacy, and urgency for action.
With the 2026 WPC Congress in Riyadh themed "Pathways to an Energy Future for All," this paper makes the case for revitalising trusted stakeholder engagement models. The PIN and DAI frameworks offer practical tools for constructive dialogue - building trust, resolving tensions, and accelerating progress.
In an era defined by complexity, disruption, and rising expectations, stakeholder engagement is no longer a soft skill. It is a strategic leadership imperative.
Guilherme Eduardo Zerbinatti Papaterra
Vice Chair
Senior Oil and Gas Regulator | Policy and Strategy Expert
Brazilian National Agency for Petroleum, Natural Gas, and Biofuels
Hamidreza Zolfkhani
Vice Chair
Senior Environmental Engineer
National Iranian Gas Company
Motivation:
As expectations for responsible business practices intensify, particularly in the energy sector, stakeholder engagement has become critical to securing and maintaining a Social License to Operate (SLO). This presentation examines how energy companies are evolving Joint Venture Agreements (JVAs) to meet growing expectations for transparency, inclusiveness, and accountability, with a focus on community focused stakeholder engagement. The discussion will also highlight the evolving role of Indigenous groups who are shaping shared partnerships, ensuring credible processes, and delivering visible impact—especially in sensitive geographies where energy projects are being considered or built.
Problem Statement:
Despite increased awareness of ESG, many energy companies working in JVA projects still treat stakeholder engagement as a compliance requirement rather than an ongoing strategic asset to support the SLO, and to grow. Traditional business models prioritise short-term financial metrics and shareholder interests, often overlooking JVA dynamics that can influence long-term success.
The rise of stakeholder-centric thinking marks a fundamental shift: knowing, understanding, and actively managing relationships with affected communities and those “outside the fence” is now considered essential to business resilience.
Implementing social performance, or the how companies engage beyond their operational boundaries, has emerged as a key indicator of both corporate responsibility and JVA commercial viability. As expectations from regulators, investors, and all communities grow, energy companies are developing new capabilities to align stakeholder engagement with business strategy and innovation (ex. Ai), ensuring they meet both operational goals and societal expectations.
Approach:
This presentation will examine the impact JVAs have on meaningful stakeholder engagement. It will highlight how moving beyond compliance to build trust, co-create solutions, and strengthen relationships can contribute to project success and long-term value.
Key topics include:
• Integrating a Social Performance lens into project planning, execution and frameworks (ex UNDRIP)
• What trustworthy engagement looks like in complex social risk and impact contexts
• Defining and delivering ‘meaningful’ engagement
• Effective vs. ineffective communication and consultation approaches
• Creating shared value through local content, supply chains, and social investment
• Grievance mechanisms and responsive management.
Through case studies - such as NEXUS Gas Transmission Pipeline, Standing Rock Sioux Tribe, LNG Canada’s Community Level Integrated Social Management Plan, and other benefit agreements – this presentation will outline how transparent, inclusive, and sustained engagement in JVA projects have led to smoother implementation, reduced delays, stronger reputational capital, improved risk management and greater investor and stakeholder, indigenous & partner confidence.
Conclusion:
Stakeholder and Indigenous engagement is no longer optional within the energy sector, and JVAs that integrate it into governance and decision-making early on are better positioned to manage reputations, risks, include new innovation, meet evolving expectations, and build long-term shared value. Furthermore, securing the SLO depends not only on what JVA operations do, but how they engage—and with whom.
As expectations for responsible business practices intensify, particularly in the energy sector, stakeholder engagement has become critical to securing and maintaining a Social License to Operate (SLO). This presentation examines how energy companies are evolving Joint Venture Agreements (JVAs) to meet growing expectations for transparency, inclusiveness, and accountability, with a focus on community focused stakeholder engagement. The discussion will also highlight the evolving role of Indigenous groups who are shaping shared partnerships, ensuring credible processes, and delivering visible impact—especially in sensitive geographies where energy projects are being considered or built.
Problem Statement:
Despite increased awareness of ESG, many energy companies working in JVA projects still treat stakeholder engagement as a compliance requirement rather than an ongoing strategic asset to support the SLO, and to grow. Traditional business models prioritise short-term financial metrics and shareholder interests, often overlooking JVA dynamics that can influence long-term success.
The rise of stakeholder-centric thinking marks a fundamental shift: knowing, understanding, and actively managing relationships with affected communities and those “outside the fence” is now considered essential to business resilience.
Implementing social performance, or the how companies engage beyond their operational boundaries, has emerged as a key indicator of both corporate responsibility and JVA commercial viability. As expectations from regulators, investors, and all communities grow, energy companies are developing new capabilities to align stakeholder engagement with business strategy and innovation (ex. Ai), ensuring they meet both operational goals and societal expectations.
Approach:
This presentation will examine the impact JVAs have on meaningful stakeholder engagement. It will highlight how moving beyond compliance to build trust, co-create solutions, and strengthen relationships can contribute to project success and long-term value.
Key topics include:
• Integrating a Social Performance lens into project planning, execution and frameworks (ex UNDRIP)
• What trustworthy engagement looks like in complex social risk and impact contexts
• Defining and delivering ‘meaningful’ engagement
• Effective vs. ineffective communication and consultation approaches
• Creating shared value through local content, supply chains, and social investment
• Grievance mechanisms and responsive management.
Through case studies - such as NEXUS Gas Transmission Pipeline, Standing Rock Sioux Tribe, LNG Canada’s Community Level Integrated Social Management Plan, and other benefit agreements – this presentation will outline how transparent, inclusive, and sustained engagement in JVA projects have led to smoother implementation, reduced delays, stronger reputational capital, improved risk management and greater investor and stakeholder, indigenous & partner confidence.
Conclusion:
Stakeholder and Indigenous engagement is no longer optional within the energy sector, and JVAs that integrate it into governance and decision-making early on are better positioned to manage reputations, risks, include new innovation, meet evolving expectations, and build long-term shared value. Furthermore, securing the SLO depends not only on what JVA operations do, but how they engage—and with whom.
The increasing availability of publicly accessible satellite data has revolutionised how methane emissions are monitored and measured. With global coverage and near real-time insights, these tools offer regulators unprecedented visibility, enabling more informed and timely interventions. However, as public awareness grows, satellite data has sometimes been portrayed in the media as a mechanism for exposing operators – an approach that can hinder collaboration and long-term progress.
Effective methane emissions management requires a shift in narrative towards cooperation. By engaging local stakeholders and operators constructively, satellite data becomes a catalyst for understanding emission sources and effective mitigation. Drawing on real-world use cases from several countries in the Middle East and Central Asia, we identified key guiding principles for successful stakeholder engagement in methane reduction.
These principles have been applied across projects based on satellite methane detections, enabling multiple cases of successful mitigation through stakeholder engagement.
Since 2021, Carbon Limits, supported by the Oil and Gas Climate Initiative, has partnered with satellite provider GHGSat to detect methane superemitters using remote sensing. The program focused on operators of oil and gas assets in Iraq, Egypt, Algeria, and Kazakhstan. Satellite imagery, combined with public data, enabled identification of (i) asset types, (ii) probable emission sources, and (iii) data sharing with operators for confirmation and mitigation. Findings were shared with local stakeholders to verify leaks and explore mitigation options. As a result, three persistent sources averaging 3,200 kgCH₄/h were eliminated, demonstrating the impact of stakeholder engagement.
Another project promoted direct engagement with regulators to explore use cases for public satellite data in two countries. The team collaborated with regulators and operators to: (i) diagnose challenges in interpreting satellite data, (ii) co-develop plans to integrate it into regulatory workflows, (iii) test plans using real notifications, and (iv) deliver tailored capacity-building sessions. Outcomes include country-specific action plans and a case study report showing how satellite data supports emission detection, mitigation, and methane inventory improvements.
These case studies show that stakeholders often share aligned perspectives, and inclusive engagement can unlock productive collaboration. This approach is a powerful tool for accelerating methane mitigation, driven by satellite data. Lessons learned and best practices can be scaled to other regions to accelerate methane mitigation through strengthening local capacity.
Effective methane emissions management requires a shift in narrative towards cooperation. By engaging local stakeholders and operators constructively, satellite data becomes a catalyst for understanding emission sources and effective mitigation. Drawing on real-world use cases from several countries in the Middle East and Central Asia, we identified key guiding principles for successful stakeholder engagement in methane reduction.
- Collaborative approach. Foster partnerships between regulators and operators to co-design working solutions.
- Listen first. Avoid pre-judgments or a “we know better” mindset, and understand local practices, existing efforts, and needs.
- Trust-based relationships. Start with manageable steps that respect local capacity, scale efforts gradually while building trust.
- Knowledge transfer. Empower local actors with the tools, training, and access needed to monitor and manage emissions independently, fostering ownership and resilience.
These principles have been applied across projects based on satellite methane detections, enabling multiple cases of successful mitigation through stakeholder engagement.
Since 2021, Carbon Limits, supported by the Oil and Gas Climate Initiative, has partnered with satellite provider GHGSat to detect methane superemitters using remote sensing. The program focused on operators of oil and gas assets in Iraq, Egypt, Algeria, and Kazakhstan. Satellite imagery, combined with public data, enabled identification of (i) asset types, (ii) probable emission sources, and (iii) data sharing with operators for confirmation and mitigation. Findings were shared with local stakeholders to verify leaks and explore mitigation options. As a result, three persistent sources averaging 3,200 kgCH₄/h were eliminated, demonstrating the impact of stakeholder engagement.
Another project promoted direct engagement with regulators to explore use cases for public satellite data in two countries. The team collaborated with regulators and operators to: (i) diagnose challenges in interpreting satellite data, (ii) co-develop plans to integrate it into regulatory workflows, (iii) test plans using real notifications, and (iv) deliver tailored capacity-building sessions. Outcomes include country-specific action plans and a case study report showing how satellite data supports emission detection, mitigation, and methane inventory improvements.
These case studies show that stakeholders often share aligned perspectives, and inclusive engagement can unlock productive collaboration. This approach is a powerful tool for accelerating methane mitigation, driven by satellite data. Lessons learned and best practices can be scaled to other regions to accelerate methane mitigation through strengthening local capacity.
Environmental Impact Assessment (EIA) is a cornerstone for sustainable development in Iran’s petroleum industry, balancing economic growth with socio-environmental responsibilities. Effective stakeholder engagement within EIA processes is critical to securing a social license to operate and fostering responsible business conduct. This study examines how Iran’s petroleum sector integrates stakeholder perspectives across diverse projects, highlighting best practices, lessons learned, and policy advancements to enhance transparency and participation.
Drawing on the author’s 18 years of EIA expertise and leadership as Head of Sustainable Development at the Ministry of Petroleum, this paper analyzes stakeholder engagement in three project categories: (1) point-based projects, such as petrochemical plants and oil refineries (e.g., a petrochemical complex in Bushehr Province); (2) linear projects, including oil and gas pipelines (e.g., a petroleum products transfer pipeline from southwest to central Iran); and (3) large-scale field developments (e.g., an oilfield development in Khuzestan Province by the National Iranian South Oil Company). These case studies demonstrate how inclusive consultations with local communities, NGOs, and regulators have improved project outcomes, reduced conflicts, and enhanced environmental management plans.
At the policy level, the Ministry’s HSE Directorate has revised the EIA guidelines for the petroleum industry, emphasizing increased stakeholder participation and transparency. These reforms, coupled with efforts to assess and improve EIA effectiveness, have strengthened governance frameworks, aligning with the global theme of Pathways to an Energy Future for All. Best practices include participatory workshops and digital engagement platforms, while lessons learned highlight the need for capacity-building to address stakeholder concerns. Challenges, such as regulatory gaps, are addressed through actionable recommendations, including standardized stakeholder feedback mechanisms.
This study underscores EIA’s role as a collaborative platform, ensuring Iran’s petroleum industry meets societal expectations while advancing sustainability. By sharing practical insights and policy reforms, it contributes to global discussions on effective stakeholder engagement in the energy sector.
Drawing on the author’s 18 years of EIA expertise and leadership as Head of Sustainable Development at the Ministry of Petroleum, this paper analyzes stakeholder engagement in three project categories: (1) point-based projects, such as petrochemical plants and oil refineries (e.g., a petrochemical complex in Bushehr Province); (2) linear projects, including oil and gas pipelines (e.g., a petroleum products transfer pipeline from southwest to central Iran); and (3) large-scale field developments (e.g., an oilfield development in Khuzestan Province by the National Iranian South Oil Company). These case studies demonstrate how inclusive consultations with local communities, NGOs, and regulators have improved project outcomes, reduced conflicts, and enhanced environmental management plans.
At the policy level, the Ministry’s HSE Directorate has revised the EIA guidelines for the petroleum industry, emphasizing increased stakeholder participation and transparency. These reforms, coupled with efforts to assess and improve EIA effectiveness, have strengthened governance frameworks, aligning with the global theme of Pathways to an Energy Future for All. Best practices include participatory workshops and digital engagement platforms, while lessons learned highlight the need for capacity-building to address stakeholder concerns. Challenges, such as regulatory gaps, are addressed through actionable recommendations, including standardized stakeholder feedback mechanisms.
This study underscores EIA’s role as a collaborative platform, ensuring Iran’s petroleum industry meets societal expectations while advancing sustainability. By sharing practical insights and policy reforms, it contributes to global discussions on effective stakeholder engagement in the energy sector.
There is no single roadmap for the energy transition. Each country and market is navigating its own complex path. While progress is being made, it remains uneven - and in many areas, is stalling.
The global demand for secure, accessible, affordable, and sustainable energy is increasing. Meeting this demand requires more than technical innovation, it calls for a fundamental shift in how we engage those most affected. Whether it's developing countries struggling to access clean, affordable power, communities on the front line of climate change, or oil-based economies pursuing diversification, solving the energy trilemma isn't lust about investment in technology - it's about building trust.
As the energy sector grapples with its environmental, social, and economic footprint, both governments and businessses must move beyond compliance. It's time to reclaim proven engagement models that build consensus and accelerate action - securing the vital "social license to operate."
This paper revisists the UK nuclear industry's National Stakeholder Dialogue, presented at the 2001 World Energy Congress under the title "Stakeholder Dialogue: A New Paradigm for a New Millenium."
Emerging from the fallout of Shell's Brent Spar crisis and the polarised nuclear debates of the 1990s, it offered a practical framework for uniting government, industry, civil society, NGOs and communities - not as adversaries, but as partners.
At its core was a shift from the outdated DAD model (Decide-Announce-Defend) to a more collaborative DAI model (Define-Agree-Implement). By applying the PIN model (Position-Interests-Needs), participants moved beyond fixed positions to uncover common interests and needs - creating common ground to build from.
This paradigm shift has only grown more urgent since the turn of the millenium, the rise of social media, stakeholder activism and global movements has radically amplified stakeholder power, legitimacy, and urgency for action.
With the 2026 WPC Congress in Riyadh themed "Pathways to an Energy Future for All," this paper makes the case for revitalising trusted stakeholder engagement models. The PIN and DAI frameworks offer practical tools for constructive dialogue - building trust, resolving tensions, and accelerating progress.
In an era defined by complexity, disruption, and rising expectations, stakeholder engagement is no longer a soft skill. It is a strategic leadership imperative.
The global demand for secure, accessible, affordable, and sustainable energy is increasing. Meeting this demand requires more than technical innovation, it calls for a fundamental shift in how we engage those most affected. Whether it's developing countries struggling to access clean, affordable power, communities on the front line of climate change, or oil-based economies pursuing diversification, solving the energy trilemma isn't lust about investment in technology - it's about building trust.
As the energy sector grapples with its environmental, social, and economic footprint, both governments and businessses must move beyond compliance. It's time to reclaim proven engagement models that build consensus and accelerate action - securing the vital "social license to operate."
This paper revisists the UK nuclear industry's National Stakeholder Dialogue, presented at the 2001 World Energy Congress under the title "Stakeholder Dialogue: A New Paradigm for a New Millenium."
Emerging from the fallout of Shell's Brent Spar crisis and the polarised nuclear debates of the 1990s, it offered a practical framework for uniting government, industry, civil society, NGOs and communities - not as adversaries, but as partners.
At its core was a shift from the outdated DAD model (Decide-Announce-Defend) to a more collaborative DAI model (Define-Agree-Implement). By applying the PIN model (Position-Interests-Needs), participants moved beyond fixed positions to uncover common interests and needs - creating common ground to build from.
This paradigm shift has only grown more urgent since the turn of the millenium, the rise of social media, stakeholder activism and global movements has radically amplified stakeholder power, legitimacy, and urgency for action.
With the 2026 WPC Congress in Riyadh themed "Pathways to an Energy Future for All," this paper makes the case for revitalising trusted stakeholder engagement models. The PIN and DAI frameworks offer practical tools for constructive dialogue - building trust, resolving tensions, and accelerating progress.
In an era defined by complexity, disruption, and rising expectations, stakeholder engagement is no longer a soft skill. It is a strategic leadership imperative.
