Overview:
BP is a leading global integrated oil company.
BP focuses on exploration and production of crude oil and natural gas; refining, marketing, supply and transportation; and manufacturing and marketing of petrochemicals. BP also has a growing interest in gas and power and in solar power generation. BP has operations in Europe, North and South America, Asia-Pacific and Africa. In 2003 BP’s 103,700 employees helped generate US$ 233 billion in revenues and US$ 10.3 billion in net income.
BP is currently developing an offshore gas extraction and on-shore liquefied natural gas production facility in a remote area of the Papua province of Indonesia. Construction is planned to start in late 2004, but some work is being done in advance, including village resettlements. As part of the resettlement work 1,300 workers were on-site from March 2003 to June 2004, and 400 will work on site preparation from mid-2004 until construction begins. During the construction phase BP estimates that the number of workers will peak at 5,000 and 6,000 workers. The vast majority of workers during the pre-construction and construction phases will work indirectly for BP through sub-contractors. BP estimates that it will require only 350 to 400 BP employees to run the completed facilities.
Approximately 41,000 people live in the regency of Teluk Bintuni, which is located in the province of Irian Jaya Barat (IJB). As part of the contract requirements, BP committed to provide a job for one person from each family in each of nine ‘directly affected villages’ (1,300 jobs), but many of the workers will come from outside of the regency.

Business Case:
In 2002, BP adopted a five-year HIV prevention strategy for the Tangguh project because of the risk to its workers and to the surrounding communities for increased HIV transmission.
BP conducted a series of risk assessments in partnership with internationally funded NGOs and the Indonesian government to demonstrate that Tangguh project workers and the surrounding communities were at risk for contracting HIV.
The risk assessments note that due to the remote location of the project site, many workers will work away from their homes. This increases the chances that they will engage in high-risk behaviours in an area with a well-established commercial sex industry. The risk is amplified because the region has a comparatively higher HIV prevalence than the rest of Indonesia coupled with low rate of regular condom usage.
The process to develop this prevention strategy was driven initially by broader Indonesian government requirements, and later through BP project staff initiative and advocacy.
BP’s 2005 HIV/AIDS project budget is projected to be US$ 80,500.

Programme Description:
BP’s HIV/AIDS workplace programme includes BP’s many indirect employees working as sub-contractors. The programme has a focus on developing shared capacity as well as strengthening the government’s response.
In October 2002, BP established a global HIV/AIDS policy. In January 2003, the BP Tannguh project adapted this policy for its operations.
The programme includes awareness, education, condom distribution, treatment of sexually transmitted infections (STIs), and the encouragement of employees to know their HIV status.

Programme Evaluation:
The project team has developed a project strategy and work plan running from 2003 to 2007. As part of these efforts the team plans to:
Continue implementing its workplace programme during the construction phase.
Support the development of local government and NGO capacity to conduct broader interventions targeting the communities in the province and around the Tangguh project.
Develop tools and processes to enable the monitoring and evaluation of key project activities and the success of these interventions.

Although it is too early to determine if these interventions will be successful, the project team believes that these three aspect of its strategy are key to its success.
The project team invested resources and developed partnerships with government agencies and NGOs to increase its understanding of employee and community risks so that it could make informed recommendations to management.
The project team focused on securing management support by developing a business case, strategy, and work plan which integrated these efforts into a broader health strategy and facilitated the allocation of financial and human resources.

The project team engaged government, labour, NGO, and other stakeholders during the design and implementation of the strategy. To ensure buy-in and sustainability BP project staff aims not to directly implement community outreach efforts, but instead to work with other stakeholders to encourage local provision of these services.