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ConocoPhillips Canada Commitments & 2015 Progress
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ConocoPhillips Canada's sustainable development commitments are designed to address key environmental and socio-economic concerns important to our business and our stakeholders.

Our commitments are developed using an internal process that identifies and prioritizes these issues according to risk. Our work towards achieving these goals is an important part of building the mutually beneficial relationships with the communities, governments and other organizations that allow us to operate our business responsibly and efficiently.

To view ConocoPhillips' commitments, select from the options to the left
  

There are currently no commitments for this combination of categories.

  
We will develop and implement a company-wide water strategy that incorporates the distinct business interests of the Western Canada, oil sands and Arctic assets.
View Progress
  

Progress Summary

The intent of this commitment was achieved and is now closed. In 2013, ConocoPhillips Canada completed a water strategy along with a five-year action plan. Internal committees were established and meet periodically to oversee and guide the business towards sustainable water management choices while minimizing net environmental impacts. Progress includes:

  • Improved use of data and reporting to better understand our water use.
  • Routinely performing assessments of the total cost of our water use across its full life cycle, helping us make decisions to use water more efficiently, reduce our impacts and lower costs.

We share best practices throughout our global company through a water "network of excellence" and periodic meetings. In 2014, ConocoPhillips held a workshop with internal experts from across North America to discuss water use in unconventional oil and gas development.

Implementation of the five-year action plan will continue to build off the work in 2013 and 2014 to enhance water management across the entire water lifecycle. We continue to select the most sustainable water sources with the least environmental net effects for each of our key development areas. We continue to report on our water management performance in our Water Use and Quality section here.

  • Canada-wide
  • Water
  • Commitment Closed
  
We will develop and implement a ConocoPhillips Canada Climate Change Strategy and Action Plan.
View Progress
  

Progress Summary

We are actively updating a ConocoPhillips Canada Climate Change Strategy and Action Plan. The strategy and our actions focus on:

  • Driving emissions reductions across the company through energy efficiency and other emission reduction projects.
  • Developing technology for long-term emissions reductions from our facilities, both existing and new.
  • Engaging in policy and regulations in Canada that are environmentally and economically effective.
  • Canada-wide
  • Air Emissions
  
We will establish and publicly report our GHG reduction targets in 2009.
View Progress
  

Progress Summary

While we haven't set numeric targets for greenhouse gas or air pollutant emissions, the intention of this commitment was to proactively manage the risks related to greenhouse gas emissions, which is being met by the current work and future plans. Recent actions have included:

  • Strategy development. We completed and documented a strategic approach greenhouse gas emission compliance with the Specified Gas Emitters Regulation and have plans to do a broad Canada-wide update of the greenhouse gas action plan.
  • Technology development investments. We have made significant investments in technology development as described in our oil sands technology commitment, which is planned to achieve a 15-25% greenhouse gas intensity reduction across our portfolio by 2025.
  • Industry collaboration: We are also a founding member of Canada's Oil Sands Innovation Alliance (COSIA) in 2012 and now an active participant in its Greenhouse Gas Environmental Performance Area where we will share further greenhouse gas reduction opportunities.

We will continue to review new opportunities to establish a new commitment related to greenhouse gas emissions.

This commitment is now closed.

  • Canada-wide
  • Air Emissions
  • Commitment Closed
  
We will set air emissions reduction targets in our area of operation by 2010. We will improve air emissions reporting and data management quality.
View Progress
  

Progress Summary

While we haven't set numeric targets for air pollutants, the intention of this commitment was to proactively manage the risks related to our air pollutant emissions. This management is being addressed by our current work and future plans. Recent air pollutants management actions have included:

  • Strategy development. We have made substantive progress on business-unit-level air pollutant management strategies. These strategies considered the trade-offs of greenhouse gas emissions and were approved in late 2013.
  • Emission reduction opportunities. We are in the early stages of implementing a broad management approach to reduce nitrogen oxides from our reciprocating engines. This approach is consistent with upcoming federal regulations.
  • Facility design optimization. Our engineering and operation teams are implementing sulphur removal systems for Surmont 2, which will also process sulphur from our existing Surmont 1 facility. Continuous improvement and proper facility design are important parts of long-term planning.

We will continue to review new opportunities to establish a new commitment related to our air pollutant emissions.

This commitment is now closed.

  • Canada-wide
  • Air Emissions
  • Commitment Closed
  
Beginning in 2012, we will track and annually report our surface land footprint for our new activities in all of our business units. Our new footprint data will be used to inform subsequent actions and potential mitigations as we strive to continuously improve our surface land footprint.
View Progress
  

Progress Summary

In 2012, we successfully tracked our surface land footprint for new activities in Canada. We were also able to track the footprint that was returned through the reclamation certification process. As a result of multiple regulatory jurisdictions, several differences in data collection process were identified across the business units.

As a next step, we plan to continue tracking the footprint for our new activities while we develop management-systems-based processes that identify task ownership and standardized data collection methodology. The information will influence company business decisions after several years of data have been collected.

This commitment has been achieved and is now closed.

  • Canada-wide
  • Land & Biodiversity
  • Commitment Closed
  
As part of the reclamation process we will replant trees on 100 per cent of drilling related sites in forested regions within five years of site abandonment.
View Progress
  

Progress Summary

Our ongoing program to replant trees on developed sites has been strengthened by measures including:

  • Specific programs. Expanding the number of species and developing a tailored planting program.
  • Business planning. Formalizing the program as part of our annual goals and work plans.
  • Knowledge sharing. Influencing other oil sands producers to consider the accelerated planting program a best practice.

We have met this commitment as this program is now part of our annual goals and work plans. This will be officially closed.

  • Canada-wide
  • Land & Biodiversity
  • Commitment Closed
  
We will work with federal and provincial governments and other stakeholders and agencies to determine and support areas for biological conservation that may also serve as biodiversity or greenhouse gas offsets. We will develop and implement a biodiversity conservation approach that will frame and guide our approach to planning, development and operations to conserve biodiversity.
View Progress
  

Progress Summary

As part of our efforts to determine and support areas for biological conservation, we focused on collaboration with:

  • Stakeholders. Within the Alberta Land Use Framework and Lower Athabasca Regional Plan, we worked with the Government of Alberta to identify conservation areas in the oil sands region by participating on the Regional Advisory Committee and providing feedback on values in the region. We continued collaborative work with industry peers in the Oil Sands Leadership Initiative to explore opportunities for the use of biodiversity offsets.
  • Industry. We continued to work with other industrial operators through the Foothills Landscape Management Forum to develop a regional access development plan. This plan reduces our operations' overall footprint, benefiting species such as caribou and grizzly bear.

We also advanced our new biodiversity management guideline, which provides consistent standards for operational staff. This guideline was used to complete a biodiversity risk assessment during 2012, identifying potential risks and opportunities in each of our business units. Biodiversity action plans were developed wherever high-risk issues were identified, assisting our efforts to conserve biodiversity during planning, development and operations.

This commitment has been achieved and is now closed.

  • Canada-wide
  • Land & Biodiversity
  • Commitment Closed
  
We will work to eliminate ethical violations.
View Progress
  

Progress Summary

We continue to proactively communicate our business ethics standards by ensuring that all employees review our code of business ethics and conduct and attest to their actions of the previous year. Ethical investigations are conducted where warranted and safeguards are put in place to mitigate any potential ethical violations.

In April 2013, we launched our new code of business ethics and conduct. This code was launched with a mandatory online training module monitored by our global ethics and compliance department to ensure that all employees had completed the course. Our legal department continues to monitor all other mandatory training.

This commitment is now closed. We remain committed to our code of business ethics and conduct and our SPIRIT values.

  • Canada-wide
  • Governance
  • Commitment Closed
  
We will work towards zero injuries, zero vehicle collisions and no reportable spills.
View Progress
  

Progress Summary

  • Engagement. We continue to engage our employees and contractors in our pursuit of a zero-incident culture by asking them to take personal accountability for their safety and for those around them by intervening in unsafe work practices.
  • Operating and integrity programs. We are constantly looking for opportunities to improve and make our Health, Safety, and Environment (HSE) Management System more robust. Some recent improvements to our HSE Management System focused on process safety, worker competency and an alignment between our Operating and Integrity Management System, and HSE Management Systems.
  • Contractor management program. We are continuing to advance from a contractor management program to a contractor engagement culture that is aligned with CPC’s objectives.

In 2015, we had 36 fewer recordable injuries in Canada than in 2014. We ended the year with a Total Recordable Rate (TRR) of 0.13, which represents a 60 percent decrease from 2014, and the best performance for ConocoPhillips globally.

  • Canada-wide
  • Safety
  
We will track, monitor and publicly report Aboriginal contracting and employment results in the next sustainable development report.
View Progress
  

Progress Summary

We now track and report Aboriginal contracting and employment results as part of our business plan.

Aboriginal contracting is tracked as:

  • Aboriginal Owned Business. A business at least 51 percent owned by an Aboriginal community, group or person.
  • Aboriginal Joint Venture. A joint venture that includes an Aboriginal-owned business, Aboriginal community, group or person as a participant or co-venture.
 

2010

2011

Contractor Number of Contractors Expenditure  ($ Million) Number of Contractors Expenditure  ($ Million)
Aboriginal-owned business 55 $18.7 63 $40.3
Aboriginal joint venture 10 $8.7 17 $20.7
Total 65 $26.6 80 $61

We introduced a voluntary self-identification questionnaire for new employees in 2010. In 2010, 2.7 percent identified as Aboriginal. In 2011, this number increased to 5.4 percent.

This commitment has been achieved and is now closed. We will continue to report on Aboriginal contracting and employment results in future updates to our Economic section.

  • Canada-wide
  • Social
  • Commitment Closed
  
We will require employees to complete appropriate training to improve understanding of and respect for Aboriginal cultures and perspectives.
View Progress
  

Progress Summary

To enhance employee understanding of the unique history, rights, culture and interests of Canada's Aboriginal Peoples, ConocoPhillips Canada established an Aboriginal Awareness Training program. Three levels of training are available to all employees, from front-line workers to executives.

  • Computer-based course. In collaboration with the Department of Aboriginal Inclusion at the University of Winnipeg, we developed an online training program in 2014 that we progressively rolled out to employees in 2015.
  • Full-day class. The Aboriginal-led exploration of Aboriginal history, culture, and rights is required for employees who engage directly with Aboriginal communities or who make decisions affecting Aboriginal communities. In 2014, 336 employees participated in this training, an especially high number reflecting increased construction activity for our Surmont 2 facility. With the industry downturn in 2015, we hired fewer employees and therefore had a reduced number of participants in our training sessions. In 2015, 46 employees participated in this training.
  • Multi-day immersion camp. This level is required for employees with direct engagement with Aboriginal Peoples. In 2014, 37 employees participated. For 2015, we had 10 employees participate in this training.
  • Canada-wide
  • Social
  
We will improve our career development programs to enable our staff to achieve their career aspirations and enhance our work environment where our staff are recognized, their voices are heard and acted upon and fun is a part of our business success.
View Progress
  

Progress Summary

We have introduced or supported a number of programs that include:

  • Diversity Networks. Asian, Aboriginal and Women networks that support diversity and provide career development opportunities.
  • Health and wellness initiatives. To promote increased activity levels by employees. Programs included the commuter challenge, a walking pedometer challenge and a running event.
  • Career development. To support the development of young professionals aged 30 and younger, a program called BLAST (Building Leaders and Success for Tomorrow) was introduced.
  • Leadership development. Courses and training that targets future leaders.
  • Mentorship program. To support and develop employees through positive working relationships within the organization.

This commitment has been achieved and is now closed; however, project teams will use these programs' momentum to focus on employee engagement.

  • Canada-wide
  • Social
  • Commitment Closed
  
We will create a culture of SD that transcends the workplace by identifying opportunities and encouraging actions that we can take in the office and at home to reduce energy, water and waste.
View Progress
  

Progress Summary

Since 2009, the employee-driven Green Team has engaged employees to reduce energy and water use and waste in the office and at home. This has been achieved with:

  • Lunch and Learns. To build awareness.
  • Pilot projects. To evaluate reduction opportunities and demonstrate waste reductions at work and at home.
  • New employee incentives. To purchase equipment to reduce energy consumption at home.
  • Earth Day events. To promote conservation ideas to employees.

We will continue this work under a dedicated engagement coordinator and with employee volunteers to support a culture of Sustainable Development.

This commitment has been achieved and is now officially closed.

  • Canada-wide
  • Social
  • Commitment Closed
  
(1) The SLT will fully integrate the 9 COP SD Commitments, into CPC's practices and policies through the development of a formal SD process; (2) We will continue to strive toward designing and operating our business in support of long term relationships, culture, economics and other societal benefits, the environment, health and safety.
View Progress
  

Progress Summary

Our sustainable development risk-based process determines how we identify key stakeholder concerns; develop related goals, strategies and commitments; and track and evaluate our sustainability performance.

This approach is now embedded as part of our management system and allows us to consider an integrated perspective when making decisions. It also allows us to collaborate with key stakeholders to elevate our sustainability performance.

These commitments have been achieved and are now closed.

  • Canada-wide
  • Social
  • Commitment Closed
  
We will track commitments to stakeholders and hold ourselves accountable for meeting these commitments
View Progress
  

Progress Summary

Following a successful pilot in our Western Canada Business Unit, we implemented software to effectively manage our consultation efforts and commitments made to stakeholders.

At this time, we continue to manage commitments and support existing users, which include the Surface Access and Stakeholder Engagement groups. We are also working to broaden the internal use of the software to other commitment practitioners within the Western Canada Business Unit.

  • Canada-wide
  • Social
  
We will work with neighboring Aboriginals to support appropriate education, training and business initiatives to build capacity to participate in the economic opportunities our activities provide.
View Progress
  

Progress Summary

ConocoPhillips is very active in providing Aboriginal development and employment opportunities in the areas where we work. Through our Aboriginal Employment Strategy and plans, we achieve positive results. We continue to engage Aboriginal communities through a Values and Interests Assessment process, which helps identify the needs of the communities and how we can support them in building the capacity required to participate in the economic opportunities our activities provide.

ConocoPhillips Canada has 65 initiatives across the company that focus on education, pre-employment training, employment, contracting readiness, and social capacity.

Since our last update in 2013 to 2015, we awarded 116 bursaries and scholarships, provided 54 placements in our various training programs and hired eight participants directly from our training programs. Additionally, we assisted 145 individuals in obtaining their driver's license and hired 142 local contractors for our projects. We also supported capacity building in our regions through participation in workshops, school classes and a number of mentorship programs.

  • Canada-wide
  • Social
  
We will eliminate our remaining use of non-saline water, where practical, in all existing waterflood projects.
View Progress
  

Progress Summary

Our application to donate 50 percent of our water license on the Medicine River to the Water Conservation Trust of Canada was not accepted by Alberta Environment. The Trust is currently appealing this decision.

After reviewing eight waterflood areas where we had historically used non-saline water, we determined that only four locations still require the use of non-saline water. We are assessing options to manage this unused water at these four locations. Water use at each of these locations is sustainable and not in conflict with other users.

Our completed waterflood strategy has guided operations to eliminate where practical or minimize our use of non-saline water for waterflooding. Operationally, we will continue to prudently manage these waterfloods with a goal to eliminate non-saline use as soon as practical.

This commitment is now officially closed.

  • Western Canada
  • Water
  • Commitment Closed
  
We will investigate and implement new technologies that will reduce the amount of non-saline water used to drill and complete oil and gas wells.
View Progress
  

Progress Summary

In 2013, we completed the water management planning process for unconventional resource plays in west central Alberta. Shared across our Western Canada Business Unit, we began embedding these processes and tools into several strategic unconventional resource plays in 2014.

We participate in regional water initiatives like the Integrated Assessment of Water Resources for Unconventional Oil and Gas Play (as part of the Petroleum Technology Alliance Canada), and the West-Central Alberta Project, which was completed in 2015.

This commitment was achieved and is now closed.

  • Western Canada
  • Water
  • Commitment Closed
  
We will improve the energy efficiency of our facilities and reduce emissions through operational changes and projects, and by implementing new technologies. We will work closely with our industry peers to increase the implementation of successful, cost-effective technologies across our industry.
View Progress
  

Progress Summary

Our Energy Efficiency team continues to be an important and integral part of ConocoPhillips Canada by identifying, evaluating and implementing greenhouse gas (GHG) emissions reduction technology across our Western Canada Business Unit (WCBU), and sharing this knowledge both internally and externally.

Our voluntary GHG emission reduction efforts resulted in a reduction of approximately 58,200 TCO2e/year, which represents the equivalent of removing approximately 12,250 cars from the road through the lifetime of these projects.

The largest GHG emission reduction focus areas and accomplishments from 2014 to mid-2015 can be summarized as follows:

Facility Consolidation/Optimization Initiative:

  • 56 wellsites/facilities have been shut-in/optimized

Vented Methane Reduction Initiative:

  • 525 high-bleed instruments converted to low-bleed equivalents
  • 52 solar chemical injection pumps installed
  • 11 gas-pneumatic pump vent collection/utilization system installations
  • 2 compressor packing vent collection/utilization system installations
  • 5 dehydrator optimization projects

Reciprocating Engine Fuel Management Initiative:

  • 7 large horsepower rich-burn engines converted to operate as lean-burn engines (approximately 80 large-HP reciprocating engines converted since 2009, represents well over 100,000 bHP of engine horsepower converted)

Waste Heat Utilization Initiative:

  • 1 waste heat to power project (generating electricity from a reciprocating engine using Organic Rankine Cycle technology). This project is the first of its kind in Canada.
  • 3 pump jack engine waste heat to surface piping heat trace installations

As a next step, WCBU's GHG emission reduction strategy focuses on implementing field-tested technology at existing/new facilities, with an emphasis on a vented methane reduction initiative.

  • Western Canada
  • Technology & Research
  
We will design new wells and facilities to take advantage of alternative energy sources, including solar and wind power where these are available.
View Progress
  

Progress Summary

We identify opportunities on new wells and facilities for alternative energy sources including solar and wind power, where practical.

Many of the technologies considered by project teams are pilot tested. Results are monitored and evaluated over time to consider their applicability to additional sites. These projects may influence our design standards for new wells and facilities.

Our current pilot projects, by region, include:

Western Canada

  • Solar-powered chemical pumps on 86 wellsites
  • Solar power for communication and control equipment
  • Technology to recover heat from engine and turbine generator exhausts

Oil Sands

  • Solar power at all observation, water source and water wells where power requirements are minimal
  • Solar panels for 70 reservoir observation wells at the Surmont 2 project
  • Thermoelectric generators for water disposal wells
  • Solar panels on 300,000 square feet of occupancy buildings

This commitment is closed, and we continue to identify opportunities for alternative energy sources as part of our commitment on improving the energy efficiency and reducing emissions from our facilities. We will continue to update our progress on these projects on our Western Canada Greenhouse Gas Projects page.

  • Western Canada
  • Technology & Research
  • Commitment Closed
  
We will measure the effectiveness of our stakeholder engagement and regulated consultation efforts.
View Progress
  

Progress Summary

Follow-up with respondents from our 2010 survey is complete. We continue to apply follow-up measures through the course of our normal operations.

We completed a First Nation interview survey in 2014 and analyzed and reported the results to our stakeholder engagement and regulated consultation teams. The majority of survey respondents were either somewhat satisfied or very satisfied when asked about the extent, quality, and effectiveness of our consultation. Respondents expressed an interest in receiving additional information regarding our future development and environmental strategies, policies and practices. Currently, we are implementing learnings to improve the content and timing of information provided to First Nations as part of our regulated consultation.

This commitment was achieved and is now closed.

  • Western Canada
  • Social
  • Commitment Closed
  
We will elevate our stakeholder consultation if our activity is in close proximity to public facilities such as schools or hospitals.
View Progress
  

Progress Summary

We completed a review of our enhanced strategic approach for consultation activities, which would apply when our activities are in close proximity to public facilities. We also identified other activities that may require additional consultation and stakeholder engagement.

In 2012, we tested and refined the new internal guidelines that are now embedded as part of our business operations to promote continuous improvement and consistent process application.

This commitment has been achieved and is now closed.

  • Western Canada
  • Social
  • Commitment Closed
  
We will continue leadership in the advancement of a joint government-industry regional groundwater information database.
View Progress
  

Progress Summary

Given Alberta Environment's leadership role in developing a regional groundwater model and a Groundwater Management Framework, we have limited additional opportunities to provide resources beyond our teams' initial involvement. In 2007, we co-led an industry initiative to develop a regional groundwater model. Alberta Environment has since taken a leadership role in developing the model while we provided key geology data to support these efforts and provided input on the draft Groundwater Management Framework.

This commitment has been achieved and is now closed.

  • Oil Sands
  • Water
  • Commitment Closed
  
We will continue ongoing work in 2009 to search for more saline water sources that would replace our current non-saline water use.
View Progress
  

Progress Summary

We have continued to reduce our non-saline water use. Work included:

  • Creating a brackish water exploration and testing plan and incorporating it into the 2009, 2010 and 2011 water delineation programs
  • Drilling 16 saline source and exploration wells between 2009 and 2011 to further delineate and test our brackish water supply
  • Sourcing produced water from our pilot plant for recycle at Surmont operations
  • Expanding our joint regional groundwater model with Nexen Inc.
  • Studying new technology options

This commitment has been achieved and is now officially closed.

  • Oil Sands
  • Water
  • Commitment Closed
  
We will join the Wood Buffalo Environmental Association and Regional Aquatics Monitoring Program.
View Progress
  

Progress Summary

We now actively participate as members of the Wood Buffalo Environmental Association. On the association's ambient air technical committee we have been involved in the development of the strategic plan for the organization that will set the vision for the ambient air monitoring network in the northern and the southern regions.

Our involvement in the Regional Aquatic Monitoring Program included:

  • Actively participating on its steering, technical and finance committees, including some chair positions
  • Leading the effort to expand the program's monitoring network to the southern region
  • Collaborating with the federal review panel to review current programs in the region and identify improvements

This commitment has been achieved and is now closed. However, we will continue to support these programs in the regions where we operate.

  • Oil Sands
  • Water
  • Commitment Closed
  
We will optimize the use of saline and non-saline water sources while balancing the environmental, social and economic impacts of our oil sands operations.
View Progress
  

Progress Summary

Surmont 1 has increased its baseline steam quality (i.e. the proportion of boiler feedwater converted to dry steam) from 78 percent to a consistent 80 percent, with ongoing trials that have successfully reached 84 percent and beyond. Benefits of increased steam quality include increased steam output from installed equipment, reduced boiler blowdown volumes and increased water use efficiency. At the same time, we recycled 84 percent of the water we managed at Surmont in 2015, even with the initial water volume that was required for starting up the Surmont 2 phase. Application of steam quality improvements and other efficiency learnings to Surmont 2, in conjunction with saline water makeup capacity and water recovery evaporator technology, provide the foundation for Surmont 2 performance to exceed that of Surmont 1.

  • Oil Sands
  • Water
  
We will advance understanding of regional groundwater in the Southern Athabasca region.
View Progress
  

Progress Summary

ConocoPhillips Canada, in partnership with Nexen Inc., maintains a regional groundwater simulation model to assess potential impacts of makeup water withdrawal and disposal. We also maintain a regional network of groundwater monitoring wells to assess water level changes.

Starting in 2007, we began a state-of-the-art regional groundwater baseline geochemistry and isotope study in collaboration with other members of the Canadian Oil Sands Industry Alliance (COSIA). After a follow-up study in 2013, baseline study results will be distributed to provincial regulators in support of the regional oil sands monitoring initiative.

We also contribute annual regulatory filings that advance understanding of regional groundwater in the region. These filings include:

  • Water use reports. Performance, water quality and predictions for our water source wells.
  • Shallow groundwater reports. From monitoring results around our central processing facility and well pads.
  • Wetlands monitoring reports. The results of regional surface water, wetland and culvert monitoring programs.
  • In situ performance reports. Performance of our water disposal wells.

This commitment has been achieved and is now closed.

  • Oil Sands
  • Water
  • Commitment Closed
  
We will reduce waste while developing and operating our oil sands assets.
View Progress
  

Progress Summary

We completed a waste audit for Surmont 1 and 2 during 2012 that resulted in a management plan to reduce waste from Surmont 1 plant operations and modification projects, as well as from Surmont 2 construction and commissioning. Business unit goals will guide ongoing waste recycle, reduction and reuse initiatives.

With the creation of a waste management plan, this commitment is now closed.

  • Oil Sands
  • Waste
  • Commitment Closed
  
We will engage in the development of GHG regulations.
View Progress
  

Progress Summary

We are actively engaged in the development of greenhouse gas regulations in Canada. We believe that effective policy  must be both environmentally and economically effective.

ConocoPhillips Canada is a member of a collaboration group consisting of five leading oil and gas companies and several key environmental non-governmental organization groups in Canada, who are committed to working together to problem solve key policy matters related to climate change issues

Alberta's new climate change policy demonstrates that leaders in the environmental community and the oil sands industry can problem solve issues and find solutions that will allow Alberta and Canada to be environmentally and economically competitive.

By establishing the right balance and a leadership position on climate change policy, Alberta has created the conditions to be carbon competitive, drive responsible development, de-escalate conflict around orderly development and access to markets, and help the Province achieve full value for its resource.

  • Oil Sands
  • Air Emissions
  
We will include the potential for Carbon Capture and Storage in Long Range Planning for all new developments.
View Progress
  

Progress Summary

With carbon capture technology still uneconomic, we will continue to evaluate and implement appropriate technologies to reduce emissions, improve process efficiencies and reduce greenhouse gas emission intensity.

Although this commitment is officially closed, we will manage greenhouse gas issues in other commitments by continuing to:

  • Evaluate and implement feasible heat recovery and other technologies
  • Monitor development of carbon capture technologies
  • Monitor development of the sequestration infrastructure within Alberta
  • Oil Sands
  • Air Emissions
  • Commitment Closed
  
We will develop an air management strategy that will be comprehensive and incorporate new federal and provincial air quality emission regulations as they are being developed and adopted, as well as emerging greenhouse gas regulations.
View Progress
  

Progress Summary

ConocoPhillips Canada's air strategy is embedded in our current practices and procedures, ensuring that emissions from Surmont (current and future) are managed responsibly.

Since our existing operations were designed with air emission considerations, expected improvements will be incremental and ongoing. At the same time, our air emissions and technology development experts review projects in the development phase to identify environmental issues and opportunities for design improvements.

We are also active participants in collaborative industry initiatives such as Canada's Oil Sands Innovation Alliance (COSIA) to share technologies and participate in joint industry projects that will help accelerate improvements in air emissions across our industry.

This commitment was achieved and is now closed.

  • Oil Sands
  • Air Emissions
  • Commitment Closed
  
We will support the regional land planning under the Land Use Framework.
View Progress
  

Progress Summary

The Lower Athabasca Regional Plan was released in August 2012 and came into effect on September 1, 2012. ConocoPhillips Canada provided input and feedback to help inform this plan. With the finalization of the Lower Athabasca Regional Plan, this commitment has been achieved and is now closed.

We are committed to the further development of the Management Frameworks (air quality, surface water quality, groundwater, surface water quantity, land and biodiversity) and to contribute technical expertise where appropriate.

  • Oil Sands
  • Land & Biodiversity
  • Commitment Closed
  
We will continue leadership in the development of a regional land, wildlife and biodiversity monitoring program for the region.
View Progress
  

Progress Summary

ConocoPhillips Canada provided leadership and support to create both the Alberta Biodiversity Monitoring Institute (ABMI) and the Ecological Monitoring Committee for the Lower Athabasca (EMCLA), two foundational monitoring organizations that provide credible scientific information on biodiversity in the region. We continue to be involved in regional land, wildlife and biodiversity monitoring programs, including ABMI and EMCLA, as they transition into the Joint Federal Provincial Oil Sands Monitoring Program (JOSM)/Alberta Environmental Monitoring, Evaluation and Reporting Agency (AEMERA).

With the establishment of AEMERA, the intent of this SD commitment was met and is now closed.

ConocoPhillips continues to play a leading role as Canada's Oil Sands Innovation Alliance (COSIA) Alberta Biodiversity Conservation Research Chair. Among other responsibilities, the chair continues to investigate more effective approaches to biodiversity monitoring of rare or difficult-to-monitor plants and animals.

  • Oil Sands
  • Land & Biodiversity
  • Commitment Closed
  
We will continue our support for regional woodland caribou conservation, including providing lead industry representation in the Athabasca Landscape Planning Team under the Alberta Caribou Committee.
View Progress
  

Progress Summary

Our wildlife experts have supported regional woodland caribou conservation through active participation in the Athabasca Landscape Planning Team under the Alberta Caribou Committee. Caribou conservation continues to be an important issue, and collaborative industry projects on caribou conservation in the oil sands region are now managed by Canada's Oil Sands Innovation Alliance (COSIA). We will continue to support these efforts through participation in COSIA joint industry projects focused on reducing the impact of our footprint and on caribou habitat restoration (e.g. Faster Forests, restoring the Algar caribou habitat, boreal mammal detection, caribou protection and recovery, and landscape ecological assessment and planning). We are exploring future commitments on biodiversity issues that include participation in COSIA projects.

This commitment has been achieved and is now closed.

  • Oil Sands
  • Land & Biodiversity
  • Commitment Closed
  
We will continue to increase the species and number of trees we plant for our Faster Forests program as part of the reclamation process.
View Progress
  

Progress Summary

Initiated by ConocoPhillips in 2009, the Faster Forests program continues to evolve and receive wider adoption. The program has been successfully incorporated into business-unit-level construction and reclamation plans. Its accomplishments in 2012 included:

  • Program diversity and customization. We increased the diversity of seedlings to 11 shrub and four tree species from one tree species in 2009. We also collected seed and plant materials to ensure an adequate supply of locally sourced native plant species for the 2013 program.
  • Program expansion. We planted over 500 core hole sites with over 650,000 native trees and shrubs.
  • Knowledge sharing. We sponsored two field tours that brought together industry, regulators and academia to advance a common understanding of the desired outcomes of reclamation.
  • Information exchange. We supported the development of "Managing Woody Materials on Industrial Sites," a publication designed to inform equipment operators about enhancing the probability of reclamation success by incorporating woody materials on suitable sites.

With the Faster Forests approach becoming a standard process this commitment has been achieved and is now closed.

  • Oil Sands
  • Land & Biodiversity
  • Commitment Closed
  
We will open an oil sands office in Fort McMurray and increase the number of local staff to facilitate improved stakeholder engagement and to enhance capacity development in the Region.
View Progress
  

Progress Summary

The oil sands office in Fort McMurray continues to support ConocoPhillips' engagement with local stakeholders. It is also the hub for staff dedicated to local training and economic development programs aimed at developing employment and contracting opportunities on the development of Surmont. Three local staff continue to be employed at this office.

This commitment has been achieved and is now closed.

  • Oil Sands
  • Social
  • Commitment Closed
  
We will work with other agencies to develop and implement innovative best practices in an effort to mitigate social concerns with emphasis on youth development in the Region.
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Progress Summary

In 2014, we continued to contribute to the development of youth in the region by participating in several youth development initiatives, providing nearly $900,000 in funding. Some of the key initiatives included:

  • Sustainable Communities Initiative (SCI). We continue to partner on this collaborative project with three other oil sands companies and two northern Alberta Aboriginal communities, Janvier and Fort Chipewyan. The common vision is to co-create safe, healthy, sustainable communities where people can work, live, play and raise their children. In 2014, there was a substantial leap from focusing on implementation of programming within the communities to planning for the long-term sustainability of the initiative. SCI also experienced deeper engagement from all partners to support the planning and implementation of programming in the communities and across sectors. Each of the funding partners committed in-kind employee support through the working group, to assist with achieving work plan goals, event planning, as well as training and development of community members and youth.
  • Experiential Learning Initiative (ELI). ELI is one of the three programs supported by ConocoPhillips Canada through our work with the Sustainable Communities Initiative (SCI). ELI was established to create opportunities for community members, teachers, youth and stake-holders to engage in learning methods that champion the vision of being able to “walk in two worlds.” This vision recognizes the importance of integrat¬ing Aboriginal culture, language, values and traditions into Alberta's existing curriculum. ConocoPhillips Canada has also participated in the first two ELI Gatherings in Winefred Lake (2014) and Fort Chipewyan (2015). The gatherings were opportunities to learn about experiential learning methods, as well as foster engagement and relationship development between communities and partners.
  • Youth programming. We continue to partner with established community organizations to support existing Aboriginal and non-Aboriginal youth programming in the region, including the Dream Launch Youth Grant, Martin Aboriginal Education Initiative, Big Brothers Big Sisters Wood Buffalo Full Circle Mentoring, UNITY (Urban Nonviolence Initiatives Through Youth), SC Cyber E-Learning, 881 Literacy Initiative, Keyano Huskies Community Sport Development Program and summer student employment programs.
  • Oil Sands
  • Social
  
We will continue to provide financial support to education and training programs and provide practicum placements.
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Progress Summary

As of 2014, activities that currently fall under this commitment will be managed and tracked under a broader Canada-wide commitment on capacity-building initiatives to ensure the best programs in each business unit are shared across our company.

This commitment is now closed. We will explore opportunities for future commitments that encompass business unit-specific initiatives.

  • Oil Sands
  • Social
  • Commitment Closed
  
We will work with the Northern Alberta Aboriginal Business Association and the Fort McMurray Chamber of Commerce to continue to increase the opportunity for local and Aboriginal contractors to access contracts with ConocoPhillips through the utilization of the on-line REDlink process. We will also work with existing and new Aboriginal entrepreneurs to provide business development support.
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Progress Summary

We continued to work with Northern Alberta Aboriginal Business Association and to post our contract opportunities on REDlink and NAABA Net, as well as the local opportunities centre. We also:

  • Inform local and Aboriginal contractors of upcoming employment opportunities through open houses
  • Provide a senior mentor for local contractors on their health, safety and environment programs onsite

This commitment has been achieved and is now closed. We will continue to evaluate opportunities through other commitments that have evolved as a result of this work.

  • Oil Sands
  • Social
  • Commitment Closed
  
We will develop plans with neighbouring Aboriginal communities by the end of 2014 that address the areas of capacity building, business and career development, and community investment.
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Progress Summary

Over 2014, we continued engagement with the eight Indigenous representative organizations near to Surmont in the oil sands area, developing our relationships and working together to achieve mutual benefits for both the communities and our company.

With each of the eight communities we engaged, we either renewed or put in place joint engagement plans that include relationship building, capacity building, economic development, community investment and regulated consultation. The engagement plans are formalized in various types of community agreement or partnership arrangements to provide a process for achieving the mutual benefits.

  • Oil Sands
  • Social
  
We will act internally and with local communities to improve understanding of and respect for Aboriginal culture.
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Progress Summary

In 2012, ConocoPhillips continued its established Aboriginal Awareness Training program to enhance employee understanding of the unique history, rights, culture and interests of Canada's Aboriginal Peoples. We have introduced three levels of training according to an employee's roles:

  • One-hour, computer-based course. This course is being developed under a Canada-wide commitment and will be available to all ConocoPhillips Canada employees in 2014.
  • Full-day class. This level is required for employees who directly engage Aboriginal communities or who make decisions affecting Aboriginal communities. In 2012, we trained 93 oil sands employees and contractors.
  • Multi-day immersion camp. This level is available for employees with direct engagement with Aboriginal peoples. We are currently exploring interest with Oil Sands communities regarding the viability for this type of training with local First Nations.

Due to overlap and opportunities to build a stronger program, this commitment is now being managed under a Canada-wide commitment. Future updates will be listed in the Canada-wide commitment section.

  • Oil Sands
  • Social
  
We will provide Aboriginal communities and local contractors information about our Surmont business and employment opportunities and ensure our community investment is consistent with the community agreements we sign.
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Progress Summary

We participate in the Local Opportunities Centre at Conklin, Alberta with our partners for this project, Statoil Canada and The Business Link, to provide information to local Aboriginal communities on Surmont business opportunities. We also meet with local contractors in the region, publish contract opportunities on the Northeastern Alberta Aboriginal Business Association's website and include local businesses on Surmont contract bid lists.

In addition, we sponsor the 881 Business Incubator Centre at Janvier, along with our partners, to encourage the development of new, local Aboriginal-owned businesses.

To promote employment and training opportunities, we regularly meet with community human resources representatives regarding:

  • Training sponsorships to local community members in catering, driver training, steam plant operation and trades.
  • Community investment grants.

This commitment has been achieved and is now closed.

  • Oil Sands
  • Social
  • Commitment Closed
  
We will lead an initiative that brings together stakeholders and industry to develop and support a driving behavior modification campaign for Highways 63 and 881.
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Progress Summary

We continued to support the Coalition for a Safer 63 & 881, a driver safety awareness campaign launched in 2010, using television, print and radio advertising.

The Coalition is building a presence in Anzac and Lac La Biche by attending local events including the Lac La Biche Winter Festival and the Coalition's own Summer Safety Jam, which saw 1,500 residents learn about safe driving practices.

In 2011, 43 percent of residents reported noticing advertising related to driving habits on Highway 63 and 881. Sixty two percent of those who recall any communication specifically mention "resting before a long drive" as a key message, an increase from 44 percent in 2010.

While we continue to participate in the Coalition for a Safer 63 and 881, this commitment has been achieved and is now closed. Additional actions to address highway safety will be managed under other existing commitments

  • Oil Sands
  • Safety
  • Commitment Closed
  
We will work with regional stakeholders and industry on highway safety in the region.
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Progress Summary

ConocoPhillips Canada remains committed to collaboration with our regional stakeholders to improve highway safety in the region. Our ongoing participation in the Willow Lake Traffic Working Group and the Coalition for a Safer 63 and 881 remains strong.

The Willow Lake Working Group continues to meet, review and discuss road safety concerns and opportunities for improvement with local community members, operators and the Royal Canadian Mounted Police (RCMP), as well as provincial and municipal leaders.

The Coalition remains dedicated to working with local communities and jobsites throughout the area to raise awareness and drive behaviour changes. The Coalition has also focused on building relationships with the Alberta Motor Association (AMA), Alberta Motor Transport Association (AMTA), the Oil Sands Community Alliance (OSCA), as well as the local RCMP.

Some of the activities in 2015 included visiting local communities and encouraging residents to sign “The Pledge” to be a safer driver, and a campaign to better understand the risks involved in fatigued driving as we entered the summer season. Between 2010 and 2014, the number of fatalities have decreased on Highway 63 and 881. During the same period, there has been an increase in enforcement, infrastructure improvements, as well as education and awareness programs.

  • Oil Sands
  • Safety
  
We will spend over $300 million in the next five years on oil sands research and development including research to reduce environmental impacts.
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Progress Summary

Of the $300 million ConocoPhillips spent on global heavy oil research and development, approximately 50 percent of these projects are targeted to reduce environmental impacts. These projects include:

  • Enhanced steam-assisted gravity drainage (e-SAGD). We started our e-SAGD pilot in late 2012. The pilot shows improved steam-oil ratios over base SAGD, reducing greenhouse gas emissions and water intensities by as much as 15 to 35 percent. We are conducting more in-depth analysis on two commercial solvents to use with this technology, and continue to explore opportunities to use this technology in existing and future facilities.
  • Gas turbine-once through steam generator (GT-OTSG). We finished construction of our GT-OTSG pilot in 2012 and have operated it through Q1 2014. The technology reduces our GHG emissions intensity by 10 to 15 percent and our oxides of nitrogen (NOx) emissions intensity by 40 to 50 percent, compared to a standard once-through steam generator system using grid power. We continue to consider this and a similar technology, gas turbine-drum boiler, as options for future development plans.
  • Flow control devices (FCD) and alternate well configurations (AWC). The installation and application of FCD and AWC accelerates the recovery of bitumen and increases access to the bitumen resource. Together, these two factors could reduce our greenhouse gas emissions and water intensities by 10 to 30 percent, and our land footprint by approximately 25 percent. At this time, we are not actively pursuing further research on AWC, but continue to integrate FCD devices in our Surmont operations.

We continue to evaluate these technologies, and estimates of their potential GHG emissions reductions assume full-scale deployment. We constantly strive to improve our estimates as we collect more data from our pilot tests.

With spending completed in 2013, this commitment was achieved and is now closed. Ongoing oil sands technology projects include identifying opportunities for energy efficiency and heat integration in our existing Surmont facilities.

  • Oil Sands
  • Technology & Research
  • Commitment Closed
  
We will investigate advanced technologies during the detailed design phase of Parsons Lake facilities to further reduce our footprint, minimize our impact on the biodiversity of the area and minimize greenhouse gases.
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Progress Summary

Given the uncertain status of the Mackenzie Gas Project, no technology evaluations took place in 2010 and 2011. This commitment is now closed, as new technology evaluations will not occur until such a time as the Parsons Lake development proceeds.

  • Arctic
  • Technology & Research
  • Commitment Closed
  
We will support regional research in key areas of mutual interest and concern to us and key local wildlife management agencies or organizations.
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Progress Summary

In 2014, ConocoPhillips Canada contributed $300,000 to the Joint Secretariat Research Fund, with the understanding that the Joint Secretariat could finance any supporting research programs. This funding was used for the Beaufort Sea Ecosystem and Fish Studies and the Snow Geese, Eider and Brant Duck Studies. ConocoPhillips Canada will use the data obtained from these studies in any future project planning and impact avoidance and mitigation for the region. This data will also assist stakeholders and regulators in providing input on projects in the region.

Based on the current level of activity and completion of the Amauligak Study Program, this commitment was achieved and is now closed. We continue to evaluate opportunities through our commitment on participating in multiparty forums conducting this kind of research in the Arctic.

  • Arctic
  • Technology & Research
  • Commitment Closed
  
We will actively support the near-term implementation of regional environmental assessment principles that improve both the quality of environmental management and the Environmental Assessment scoping and review process by regulatory bodies in the Beaufort/Mackenzie delta region.
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Progress Summary

ConocoPhillips Canada promoted and supported the Beaufort Regional Environmental Assessment (BREA) by participating in its steering committee and various working groups. The four-year multi-stakeholder BREA initiative sponsored regional environmental and socio-economic research to assist in preparing all parties, including the federal government and local communities, to respond to potential new investments in oil and gas in the Canadian Beaufort Sea. The BREA Results Forum was held in Inuvik in February 2015.

With the successful completion and sharing of the BREA results, this commitment was achieved and is now closed. We continue to evaluate opportunities though our commitment on participating in multiparty forums conducting this kind of research in the Arctic.

  • Arctic
  • Technology & Research
  • Commitment Closed
  
We will explore further opportunities with communities to collaborate and resolve community concerns about the Parsons Lake development over 2009-2010
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Progress Summary

We have captured our learnings from discussions with community members about access options for Parsons Lake. We have officially closed this commitment and we will revisit it when there is greater certainty about the status of the Mackenzie Gas Pipeline.

  • Arctic
  • Social
  • Commitment Closed
  
We will actively engage key communities in Parsons Lake development area to understand their community investment priorities associated with the project and commit to developing an investment strategy that is mutually beneficial.
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Progress Summary

Through active engagement with key communities we developed the Arctic Community Investment Strategy. This strategy identifies community priorities, company activity and related community monetary and non-monetary investment options for programs relating to, among other things:

  • skills and business capacity building
  • youth development
  • cultural preservation and enhancement

Therefore, this commitment has been met and is now officially closed. The Community Investment Strategy will be used should Parsons Lake development proceed.

  • Arctic
  • Social
  • Commitment Closed
  
We will continue to build local and regional employment capacity for ConocoPhillips Canada specific needs such as skilled trades, environmental services, office management and support services through bursaries, apprenticeships and association with local training facilities and programs.
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Progress Summary

  • Education incentives. We awarded 54 bursaries to Aurora College students since 2008. These bursaries provide students with incentives and academic opportunities. We also awarded 13 Aboriginal Awards to students from our Arctic region and four to students from our Central Mackenzie Valley region.
  • Practicum opportunities. Two apprenticeship opportunities (in instrumentation and power engineering) were created in collaboration with our Oil Sands Business Unit for candidates from the Arctic region to gain key skills through applied experience in our Surmont oil sands Plant Maintenance Trainee Program. The apprentices have completed their first year of a four-year apprenticeship. They travel between Surmont and Inuvik, NWT, on a two-week on, two-week off rotation. They also successfully completed their first term at the Northern Alberta Institute of Technology.
  • Arctic
  • Social
  
We will consider traditional knowledge during the planning and development of our Arctic assets with the aim of reducing the impacts of our activities on the environment, wildlife and local people.
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Progress Summary

The traditional ecological knowledge (TEK) studies program associated with the Amauligak licence area was completed in March 2015. Local Gwich’in and Inuvialuit community liaison managers worked with the Hunters and Trappers Committees, Community Corporations, and Renewable Resource Councils to identify knowledge holders. Along with the contractor, the community liaison managers completed interviews with Gwich’in and Inuvialuit knowledge holders in six communities in the Beaufort Delta Region. The interview process and structure was developed in collaboration with the knowledge holders. The resulting information, including meeting notes and maps, was validated with the knowledge holders in the beginning of 2015. While the Amauligak Study Program is on hold for now, we would use the results of the TEK studies in future planning, and have shared each community’s results with the respective community.

  • Arctic
  • Social
  
We will actively participate in multi-party forums that support quality research and promote sustainable development in the Canadian Arctic.
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Progress Summary

We engage actively in the following groups:

These multi-party programs provide information that improves our understanding of the Arctic. They promote a common understanding and also help to identify shared interests among industry, government and the people of Canada's North. 

As this commitment overlaps with other research commitments that have been closed, it will be revised to capture reporting for the Canadian Arctic offshore and Northwest Territories more broadly. 

  • Arctic
  • Technology & Research
  
Last updated on July 6, 2016
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