A survey of senior managers of Canadian-based oil companies identifies risk management strategies associated with undertaking international exploration and development ventures. An extensive literature review and an in-depth case study of Petro-Canada's Tinrhert project supplement the survey.; International projects are subject to new and often-unforeseen risks compared with the familiar realm of Canadian activities. These new risks are identified, and risk management advice is consolidated from the management survey, literature review, and case study.; Cultural difference combined with managing relations with the host-country national oil company is the risk most frequently cited by senior managers. Other project risks covered are project selection; data access; political and business risks; project leadership and organisation; environmental, health and safety (EH&S) and security risks; technical risk; and senior management support.; Perceptions of risk appear significantly influenced by personal experience, and a comprehensive risk register is recommended to ensure identification and management of a broader range of risks.
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