Social impact assessment, impact management and follow-up: A case study of the construction of the hibernia offshore platform

Abstract

The construction of the Hibernia offshore oil platform at a greenfield site in rural Newfoundland from 1990 to 1997 had the potential to have significant negative social impacts on local communities. This paper discusses the assessment process and the outcomes of the project. Contrary to experience elsewhere, quality of life in the local communities increased during the life of the project. Understanding the local context, early and ongoing public involvement, scoping of issues, addressing uncertainties, the design of adaptable management strategies and impact follow-up were key elements in achieving the social objective of minimizing community disruption. © 2003 Taylor & Francis Group, LLC.