Community-related Activities Research Articles

Community relations: How an entire industry can change its image through proactive local communications

The last decade, and particularly the last few years, have witnessed a remarkable transformation in the construction industry. Today, this industry is one of the most dynamic, innovative and technically advanced of any sector in the UK’s economy. Unfortunately, the industry’s image and its reputation lag a long way behind its true picture. Further aggravated by the lack of a cohesive, coordinated, all‐encompassing body to bring this very disparate industry together, little has been done to address the gap between the exciting reality and the depressing perception of construction among the public. Fundamental issues such as skills shortages and a dramatic fall in students entering the construction professions are a real threat to the sustainability of an industry so critical to delivering the ongoing development of the country’s built environment. Nevertheless, the profound changes that have revolutionised the industry have, at the same time, demanded and even necessitated, an equally dramatic change in its approach to community relations. Of all the elements that comprise the corporate social responsibility concept that is being embraced by all businesses today, it is the success or failure of its community relations activities that will determine the outcome of several issues currently confronting the construction industry. This paper examines how the industry’s structural changes have impacted on the industry’s community relations and how, given the new importance of community, the industry is responding to the challenge of nurturing good relations with its public audience at site and project level. Guidance and guidelines are given for implementing a practical “best practice” community relations programme at this local level of construction operations.

The Dynamics of Change in Corporate Community Relations

This article examines the evolving role of corporate community relations in the 1990s. The corporate community relations function faces external pressures—including globalization, alliances, competition, and governmental regulation—and internal pressures—from technology, restructuring, decentralization, resource constraints, and from employees and communities. Collectively, these pressures have broadened the definition of community from that of the local headquarters to include all the various communities in which companies operate. To respond to these shifts, many community relations professionals are focusing their attention on strengthening the linkages between community relations activities and company strategy.

Corporate Community Responsibility: A Vision Of Partnership

Abstract The author presents a case for closer corporate-community involvement in terms of oil and gas development in the 1990s. He states that people will demand more and better project information; more participation in selected decisions such as sting, access, emergency planning, pollution control, local benefits; more information on environmental/social impacts and the mitigation of negative ones; more documentation about the need for a project; a wider discussion of compensation issues; and more of a role in monitoring project operations and in planning for their termination. The author presents a model of corporate community partnership to address these trends. Introduction This paper grows out of the work of the author's recent experiences in working with oil and gas companies, government departments and a variety of smaller to medium-sized communities. Specifically, this work has involved sour gas, heavy oil and tar sands exploration and development in Alberta; oil and gas exploration and northern benefits in the Mackenzie District of the Northwest Territories. The author's role centred on designing and carrying out community relations activities to bring government, companies, communities, and individuals into a better understanding of each other and into a better working relationship around projects. Since 1980 the author's work has taken place in the Alberta communities of Pincher Creek, Hinton, Mulhurst and a number of Pigeon Lake summer villages, Bearberry, Sundre, the Elizabeth Metis Settlement, Hythe, Fort McMurray, Fort McKay, Fort Chipewyan, Red Earth, and Grande CentreCold Lake; and the Northwest Territories communities of Inuvik, Tuktoyaktuk, Fort Norman, Norman Wells, Fort Simpson and Yellowknife. Corporate clients have included Canadian Superior Oil Ltd. (now Mobil Oil Canada Ltd.), Shell Canada Limited, Esso Resources Canada Limited, Diamond Shamrock (now Maxus Energy Canada Ltd.), Norcen Energy Resources Limited, Forest Oil Corporation, Amoco Canada Petroleum Company Ltd. Gulf Canada Resources Limited, and Canstar (Petro-Canada/Nova). Government clients have included The Northern Alberta Development Council, The Energy Resources Conservation Board, Alberta Environment, and Energy, Mines and Resources Secretariat, Northwest Territories. Community Relations Basic Assumptions The author's approach is based on several assumptions about the rights and obligations of the various participants in any oil and gas development. These assumptions include:people affected by a project need to know about and understand it;people need to have timely, quality information in a form usable to them;people need to have a way of expressing their questions and concerns relative to a project;people need to have a way to share their knowledge and experience with each other and the project developer;people need to be consulted and involved in same of the details involved in project decision-making;people need to have manageable recourse for damages or for ocher disputes;people need to be prOlectcd from any negative effects of project and to understand and participate in thm protection;people need their environment protected and sensitlvely urilized;people need to accept the responsibili[y for becoming informed and in responding to project-related issues and questions; andopportunities to participate need to be provided by all panies.

Suggestions for improving the effectiveness of environmental laws and regulations

Environmental ProgressVolume 8, Issue 2 p. M2-M4 Editorial Suggestions for improving the effectiveness of environmental laws and regulations Walter C. Barber, Walter C. Barber Walter C. Barber is Vice President-Environmental Management and Administration of Chemical Waste Management Inc., Oak Brook, IL, responsible for Chemical Waste Management's environmental compliance, safety and health programs. He also directs the Company's Human Resources, Public Affairs and Community Relations activities. He holds Bachelor's and Master's degrees in Civil Engineering from Syracuse University and Catholic University and a Master's degree in Public Administration from Syracuse University. Mr. Barber is a member of the American Society of Civil Engineers and was Director of the Air Pollution Control Association from 1981–1984.Search for more papers by this author Walter C. Barber, Walter C. Barber Walter C. Barber is Vice President-Environmental Management and Administration of Chemical Waste Management Inc., Oak Brook, IL, responsible for Chemical Waste Management's environmental compliance, safety and health programs. He also directs the Company's Human Resources, Public Affairs and Community Relations activities. He holds Bachelor's and Master's degrees in Civil Engineering from Syracuse University and Catholic University and a Master's degree in Public Administration from Syracuse University. Mr. Barber is a member of the American Society of Civil Engineers and was Director of the Air Pollution Control Association from 1981–1984.Search for more papers by this author First published: May 1989 https://doi.org/10.1002/ep.3300080202 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume8, Issue2May 1989Pages M2-M4 RelatedInformation

Heavy Oil Community Relations the Husky Experience

Abstract The key to Husky's generally successful community relations has been adapting to a changing social environment and relating to the community of Lloydminster and the surrounding area on a straightforward and personal basis. Prior to 1978, the principal owners And senior management of Husky directed the company's affairs and were the focal point of Husky's community relations activities. Their involvement was very personal and responsive to the aspirations of the community. In recent years and at present, the challenge has been and is to deal with an accelerated growth situation involving a doubling of refinery capacity, a proposed pipeline from Lloydminster to Cold Lake, intensified and more concentrated activity associated with exploration, production and enhanced oil recovery, and the possibility of the construction of an upgrader facility. The impact of these developments is broader and will involve more people and the timing is such that both social and environmental questions call for more attention and committment. The key to successful community relations will remain a personal approach in which senior Husky personnel communicate directly with the community on a timely basis. Husky has responsibilities not only to the people of the Lloydminster area, but also to the shareholders of the company. We fulfill our responsibilities by operating as a good corporate citizen with concern for the efficiency of our operations and for the people who live with us in and around Lloydminster. Introduction Husky's community relations is a changing process which is in part strongly influenced by our changing times and the activities we wish to pursue. In this respect, our community relations activities are no doubt similar to those followed by numerous other companies not only in the oil and gas industry, but in the mining industry and other industries as well. I would like to begin by discussing responsibility. Who is Husky responsible to? Husky is responsible to its shareholders, the vast majority of which are Canadians. This responsibility to the shareholders should come as no surprise, as the shareholders are the equity owners of the company. In a broader corporate sense, however, Husky is responsible to all the people of Canada. Husky can make this statement with some conviction because, as Bob Blair, chairman of the board of Husky Oil Ltd., pointed out in a recent address to the Financial Post Conference in Toronto, the NOVA/ Husky joint corporation, when ranked by assets, is the 14th largest corporation in Canada and the 6th largest Canadian-investor- owned corporation. From a Western viewpoint, the NOVA/Husky combination, on the basis of assets, is the largest corporation headquartered and directed west of Toronto. The large project management and investment responsibilities to be undertaken by NOVA and Husky in the years ahead will affect many communities. These communities do not request that these projects be undertaken in a responsible manner, they demand it, as well they should. A short analogy will illustrate this point. Husky carries out most of its heavy oil activities in the L1oydminster area that spans the Alberta-Saskatchewan border.

Community research and evaluating community relations

Assessing the realities of a community situation is essential for evaluating any community relations activities, according to the authors of this article. The primary goal of community relations, compatibility of organization and the home community, is not possible in many types of communities, they add. “Recent research and the community literature generally do not support some of the most cherished notions about public information and public relations.” Tichenor, Donohue, and Olien summarize the results of their extensive research on communities, and identify the characteristics that should be considered in planning and measuring the effects of a community relations program.