In this process, we have an impact on the communities where we operate, and we have a formalized framework for managing societal interaction and support. We rely on several common principles such as our Code of Conduct, our CR-Policy and our QHSE-Policy. These documents, and the subsequent annual strategies and plans, ensures a common DNO-approach on the general level, whilst retaining flexibility and initiative at the local level.
Organizational responsibility follows the regular governance structure, and is handled by the respective business units.
Consultation with local communities
It is of great importance communities in the proximity of our operations are not affected more than necessary. DNO aims to be as respectful as possible to meet the needs and demands of local communities; thus we have established processes to consult with communities when planning for new operations.
An important example is the environmental assessments, which is a formalized part of all of our Production Sharing Contracts (PSC). These assessments are commenced in compliance with the standard issued by the World Trade Bank and represent an important component of our Environmental plans. They also provide input and overview of the environmental sensitivities and risks we face. The Environmental Impact Assessments are performed by a third party and are documented in accordance with the standard.
Community investments - sharing economic benefits
To maximize the benefits of DNO’s presence, DNO invests significantly in the local communities.
We mainly use local suppliers; we hire locally, promote human resource development and share expertise. DNO also invests in infrastructure and in the development of new technology. It is also a part of our CR-Platform to support selected local sustainability projects.
The projects are identified and initialized by the local CR head in close liaison with local governments and the local communities impacted by our operations.
If a sustainable project is relevant and has a high return for both the community and DNO, the manager in charge conducts a risk assessment and provides a cost/benefit analysis for the project. If the Management and Board approve the project, we develop a sustainable project plan for the particular project.
Preventing corruption and identifying risks
DNO works against corruption in all its forms. No employee may offer or receive improper benefits in order to obtain, retain or secure improper advantages in business conduct. Such prohibited benefits (bribes) include cash, gift items, pleasure trips or services of another nature.
The key to the anti-corruption work at DNO is to educate all managers and other employees with extensive external contacts on all levels about internal and external rules, and for management, to ensure compliance with these rules. In this process, we also engage with local suppliers and partners to increase awareness and build competence outside the company.
DNO to support internationally acclaimed initiatives such as the Extractive Industries Transparency Initiative (EITI) and Transparency International (TI). We use their guidelines as a tool to improve.
Anti-corruption is also a part of the general risk management system at DNO, and the business units establish annual plans where they identify risk areas and allocate resources to mitigate them.
In 2010, 63 employees, including 90% of the management, participated in an anti-corruption seminar.