School of Engineering

Master of Science in Sustainable Energy

PROJECT MANAGEMENT
LEGAL REQUIREMENTS IN ENERGY

Environmental and Social Impact

Assessment &
Ethics in Energy Projects
K J GONDWE PhD
EMAILS: kgondwe@mubas.ac.mw/
gondwekj@gmail.com
Cell: 0888515050/ 0994730531
08-10-2024

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Intended Learning objectives
On completion of this presentation the students should be
able to:
 Understand the EIA, SIA and ESIA processes
 Interpret ESIA report
 Initiate the ESIA process
ENERGY PROJECT IMPLEMENTATION
 Most decentralized energy projects help to reduce the dependence
on fossil fuels and to contribute to reducing greenhouse gas emissions
as well as providing many social benefits through increasing access to
energy.
 While these are clearly important benefits, even small-scale schemes
can cause some adverse impacts.
 In most cases these can be quite simply avoided or mitigated through
project planning, design and implementation. In some designated
energy project, this process is required by law.
 As well as avoiding negative effects, assessment can often identify
opportunities for enhancing the benefits of a project.
WHAT IS PROJECT IMPACT?
 Project Impact is how your project affects the matters which it
comes in contact with ENVIRONMENTAL, SOCIAL, ECONOMIC,
TECHNICAL etc.
 By giving a project impact appraisal you define effects, both positive
and negative, which the project is expected to produce upon
environment, organization, community, people, etc
WHAT IS ENVIRONMENTAL IMPACT ASSESSMENT?
 Environmental Impact Assessment (EIA) is a process of evaluating
the likely environmental impacts of a proposed project or
development, taking into account inter-related socio-economic,
cultural and human-health impacts, both beneficial and adverse.
 The Environmental Management Act No 23 of 1996 was
promulgated in June 1996.
 It outlines the Environmental Impact Assessment (EIA) Process to
be followed in Malawi and requires all project developers in both the
public and private sectors to comply with the process (See below).
 EIA is thus a statutory requirement.
EIA PROCESS IN MALAWI
STEPS OF EIA
 Screening
 Scoping
 Prediction and mitigation
 Management and monitoring
 Audit
DEFINITION EIA TERMS
• Screening often results in a categorization of the project and from this a
decision is made on whether or not a full EIA is to be carried out.
• Scoping is the process of determining which are the most critical issues to
study and will involve community participation to some degree. It is at this
early stage that EIA can most strongly influence the outline proposal.
• • Detailed prediction and mitigation studies follow scoping and are carried
out in parallel with feasibility studies.
• The main output report is called an Environmental Impact Statement, and
contains a detailed plan for managing and monitoring environmental
impacts both during and after implementation.
• Finally, an audit of the EIA process is carried out some time after
implementation. The audit serves a useful feedback and learning function
WHAT IS SOCIAL IMPACT?
 Social impact assessment (SIA) is the process of identifying and
managing the social impacts of projects.
 SIA includes the processes of analysing, monitoring and
managing the intended and unintended social consequences, both
positive and negative, of planned interventions (policies, programs,
plans, projects) and any social change processes invoked by those
interventions.
 SIA is used to predict and mitigate negative impacts and identify
opportunities to enhance benefits for local communities and broader
society
SIA STEPS
SIA- SCOPE
ESIA
• Most projects these days recognise the close linkages and dependencies
between the environment and society
• Although in the past the implementation of EIA also looked at social issues
that are affected or affect the environment during the various stages of the
project, the social issue was looked at as a secondary factor;
• Now the two environment and social assessment are treated as equally
important issues to be assessed;
• Thus the coining of the term ESIA instead of just EIA

• N.B.: Some project are just interested in EIA instead of ESIA.

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ILLUSTRATION OF ESIA USING RIAM
What is RIAM?
• RIAM stands for
• Rapid Impact Assessment Matrix
• The tool was developed by VKI- Danish Water Institute by Dr
Pastakia
• It has been mostly used in water related project
• Here, it used merely to illustrate the process of objectively
evaluating a project.
Background and Justification
• Assessment of projects impacts are of interest to many
• To justify resource allocation
• To provide bases for evaluation i.e. assess the extent and
magnitude of change
• If positive pick lessons for replication and sustainability
• If negative, find mitigation measures to minimise –ve impacts
• It is a statutory requirement for prescribed projects to pass EIA
before government approval/ licencing

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Background and Justification (continued)
• Current ESIA methods are qualitative; depend on expert opinion
and prone to subjectivity, misinterpretation and bias.
• There is thus need to look for an alternative ‘quick and dirty’ but
effective technique to assess impacts of alternative scenarios.

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Project Goal
• To demonstrate how an alternative tool, Rapid Impact
Assessment Matrix (RIAM), could be adapted to undertake
a rapid assessment of projects and ranks alternative
options based on their overall impacts.

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Methodology
• Literature review of RIAM and project impact assessment
• ESIA key parameters to assessed were based on RIAM format
• Development of environmental subcomponents (Scoping)
• Scoring of components based on RIAM criteria
• Evaluation of results

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Methodology (continued)
• Results were compiled using an EXCEL spreadsheet
adapting the RIAM analysis, tabulation and graphical
presentation
• Tabulated and graphical results were interpreted
based on RIAM score check-sheet.

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How does RIAM work?H1-CRITERIA
GROUP (A)
IMPORTANCE OF CONDITION (A1)
• A measure of the importance of the condition, which is assessed against the spatial boundaries or human
interests it will affect. The scales are defined:
• 4 = important to national/international interests 3 = important to regional/national interests
• 2 = important to areas immediately outside the local condition
• 1 = important only to the local condition 0 = no importance
MAGNITUDE OF CHANGE/EFFECT(A2)
Magnitude is defined as a measure of the scale of benefit/dis-benefit of an impact or a condition:
• +3 = major positive benefit +2 = significant improvement in status quo +1 = improvement in status quo
• 0 = no change/status quo -1 = negative change to status quo -2 = significant negative dis-benefit or
change -3 = major dis-benefit or change
How does RIAM work?H1-CRITERIA ……
GROUP (B)
PERMANENCE (Bl)
• This defines whether a condition is temporary or permanent, and should be seen only as a measure of the temporal
status of the condition
• 1 = no change/not applicable 2 = temporary 3 = permanent
REVERSIBILITY (B2)
This defines whether the condition can be changed and is a measure of the control over the effect of the condition.
• 1 = no change/not applicable 2 = reversible 3 = irreversible
CUMULATIVE (B3)
This is a measure of whether the effect will have a single direct impact or whether there will be a cumulative effect
over time, or a synergistic effect with other conditions.
• 1 = no change/not applicable 2 = non-cumulative/single 3 = cumulative/synergistic
How does RIAM work? ..cont’d 2- Environmental
Components
The system then requires specific assessment components to be defined through
a process of scoping. This process is a major requirement in any EIA, defining as it
does the components against which the EIA will be assessed, and hence be
capable of re-assessment in the future. The environmental components used can
be considered as four primary elements, which are defined as follows:
 PHYSICAL/CHEMICAL
 BIOLOGICAL/ECOLOGICAL
 SOCIOLOGICAL/CULTURAL
 ECONOMIC/OPERATIONAL
The use of these four primary elements is in itself a competent tool, particularly
if set against the detailed activities of project engineering, from pre- to post-
project implementation, and including the construction phases.
A FEW EXAMPLES OF IMPACTS UNDER
DIFFERENT IMPACT AREAS
PHYSICAL/ CHEMICAL BIOLOGICAL/ ECOLOGICAL
 CO2 Emission  Loss of biodiversity
 Soil erosion  Endangered species
 Air pollution  Deforestation
 Land pollution  Spread Plant/Animal diseases
 Water pollution  Increase in disease vector
population
A FEW EXAMPLES OF IMPACTS UNDER
DIFFERENT IMPACT AREAS
SOCIAL/ CULTURAL ECONOMIC/ OPERATIONAL
 Health  Health cost
 Employment  Change in allied industries
 Aethetics  Cost of operation
 Education  Income levels
 Preservation of cultural  Establishment of ESCOS
practices
How does RIAM work? ..cont’d
3-Scoring
• A matrix is produced for each A1 A2 B1 B2 B3
project option. The matrix
comprises of cells showing the
PC
criteria used, set against each
defined component or sub-
component e.g. PC1, PC2, BE1, BE
BE2, BE3 etc . Within each cell
the individual criteria scores
are set down. The value of the SC
cell is based on the formula:
Environmental Score (ES) EO
=(A1xA2)(B1+B2+B3)
How does RIAM work? ..cont’d
4-Interpretation
The individual ES scores are banded together into ranges where
they can be compared. Ranges are defined by conditions that act
as markers for the change in bands.
 RIAM Range Range Description of Range Band
Environment Value (RS) Value (RS)
al Score (ES) (Alphabetic (Numeric)
)

108 to 72 E 5 Major Positive Change/Impact

71 to 36 D 4 Significant Positive Change/Impact

35 to 19 C 3 Moderate Positive Change/Impact

10 to 18 B 2 Positive Change/Impact

1 to 9 A 1 Slight Positive Change/Impact

0 N 0 No Change/Status quo/Not Applicable

-1 to -9 -A -1 Slight Negative Change/Impact

-10 to -18 -B -2 Negative Change/Impact

-19 to -35 -C -3 Moderate Negative Change/Impact

-36 to -71 -D -4 Significant Negative Change/Impact

-72 to -108 -E -5 Major Negative Change/Impact

Presentation of results
• This is done through:
 TABLES
 BAR CHARTS/ GRAPHS
Results and Discussions (cont’d)
ASSESSMENT OF THE 3-STONE COOKPLACE AND IMPROVED INSTITUTIONAL
BIOMASS STOVE

 The two options were assessed on the same evaluation components i.e.
PC, BE, SC and EO

 The results indicated significant positive impacts in favour of the improved

institutional biomass stove.

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TABLE 1: ASSESSMENT OF 3-STONE COOKPLACE
Environmental components ES RV A1 A2 B1 B2 B3
Physical and chemical components (PC)
PC1: CO2 Emission -36 -4 4 -1 3 3 3
PC2: Soil erosion -36 -4 2 -2 3 3 3
PC3: Air pollution -27 -3 3 -1 3 3 3
Biological and ecological components (BE)
BE1: Loss of biodiversity -36 -4 4 -1 3 3 3
BE2: Endangered species -36 -4 4 -1 3 3 3
BE3: Deforestation -54 -4 2 -3 3 3 3
Sociological and cultural components (SC)
SC1: Health -9 -1 1 -1 3 3 3
SC2: Employment 14 2 2 1 2 3 2
SC3: Aethetics -8 -1 1 -1 2 3 3
Economic and operational components (EO)
EO1: Health cost -18 -2 2 -1 3 3 3
EO2: Change in allied industries -48 -4 3 -2 3 2 3
EO3:Cost of operation -8 -1 1 -1 3 2 3

SUMMARY OF RESULTS
-108 to -
RANGE 72 -71 to -36 -35 to -19 -18 to 10 -9 to -1 0 1 to 9 10 to 18 19 to 35 36 to 71 72 to 108
VALUE -5 -4 -3 -2 -1 0 1 2 3 4 5
Physical and chemical components (PC) 0 2 1 0 0 0 0 0 0 0 0
Biological and ecological components (BE) 0 3 0 0 0 0 0 0 0 0 0
Sociological and cultural components (SC) 0 0 0 0 2 0 0 1 0 0 0
Economic and operational components (EO) 0 1 0 1 1 0 0 0 0 0 0
TABLE 2: ASSESSMENT OF IMPROVED INSTITUTIONAL
STOVE
Environmental components ES RV A1 A2 B1 B2 B3
Physical and chemical components (PC)
PC1: CO2 Emission 72 5 4 2 3 3 3
PC2: Soil erosion 36 4 2 2 3 3 3
PC3: Air pollution 54 4 3 2 3 3 3
Biological and ecological components (BE)
BE1: Loss of biodiversity 36 4 4 1 3 3 3
BE2: Endangered species 36 4 4 1 3 3 3
BE3: Deforestation 54 4 2 3 3 3 3
Sociological and cultural components (SC)
SC1: Health 9 1 1 1 3 3 3
SC2: Employment 0 0 2 0 2 3 2
SC3: Aethetics 16 2 1 2 2 3 3
Economic and operational components (EO)
EO1: Health cost 18 2 2 1 3 3 3
EO2: Change in allied industries 48 4 3 2 3 2 3
EO3:Cost of operation 16 2 1 2 3 2 3

SUMMARY OF RESULTS
-108 to -
RANGE 72 -71 to -36 -35 to -19 -18 to 10 -9 to -1 0 1 to 9 10 to 18 19 to 35 36 to 71 72 to 108
VALUE -5 -4 -3 -2 -1 0 1 2 3 4 5
Physical and chemical components (PC) 0 0 0 0 0 0 0 0 0 2 1
Biological and ecological components (BE) 0 0 0 0 0 0 0 0 0 3 0
Sociological and cultural components (SC) 0 0 0 0 0 1 1 1 0 0 0
Economic and operational components (EO) 0 0 0 0 0 0 0 2 0 1
Results and Discussions (cont’d)
3-STONE COOKPLACE IMPROVED STOVE
 11 out of 12 subcomponents showed  There was no negative impact
–ve impacts registered- worst result was status
 6 out of 12 were rated as significant quo
negative impact (i.e. –4)  7 out of 12 subcomponents scored
significant to very significant positive
impacts (i.e. 4 to 5)

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Results and Discussions (continued)
Impact Assessment of 3-stone Cookplace

No. of components
3
PC
BE
2
SC
EO
1

0
-5 -4 -3 -2 -1 0 1 2 3 4 5
Score va lue (nume rica l)

Impact Assessment of Improve Institutional

Biomass Stove

4
No. of components

3 PC
BE
2
SC
1 EO

0
-5 -4 -3 -2 -1 0 1 2 3 4 5
Score va lue s (nume rica l)

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Concluding remarks on RIAM
ON RIAM
 Rapid quantitative assessment is achieved
 Several scenarios can be tested concurrently with ease and flexibility
 Makes impressive visual presentation project impacts –good for selling project ideas.
 Easy to use and can be adapted to excel

ON IMPACT RESULTS
• Improved stoves makes a logical, economic and environmental sense.
 Reduction in cost of operation
 Reduction in co2
 Reduction in indoor air pollution
 Conservation of biodiversity

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ENERGY PROJECTS REQUIRING EIA
• A6.1 Construction or expansion of electrical generating facilities designed to
operate at greater than 4 MW or, in the case of hydro-electric generating
facilities, where the total head is greater than 20 m or where there is a firm flow
of 100 cubic metres per second.
• A6.2 Construction of electrical transmission facilities operating at a voltage of
132 kV or greater
• A6.3 Construction or expansion of oil and gas pipelines longer than 1 km.
• A6.4 Construction or expansion of storage facilities (excluding services station)
for oil, gas, petrol or diesel located within 3 kilometres of commercial, industrial
or residential areas and with a storage capacity of 500,000 litres or more
• A6.5 All activities associated with nuclear power development
END
Gondwe K J 36
ETHICS IN PROJECT MANAGEMENT

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 Intended Learning Outcomes
On completion of this module, the student will be able to:
 Demonstrate an understanding of the ethical and
moral responsibilities of a Project Manager
 Apply ethical principles in managing all the affairs of
the project.

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What are ethics?

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What are ethics?

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What are“Ethics”?
Examples of norms associated with good
character and ethical behaviour
 Honesty
 Loyalty
 Promise Keeping
 Fairness
 Caring for others
 Respect
 Abiding to Law
 Punctuality
 Respect of Others Privacy
 Welcoming Newcomers
The Project Manager caught in between
Project Manager and ethics
• One of the most important issues faced by Project
Managers is ethics.
• Situations in which the temptation to commit unethical
practices is strong may include issues to do with:
• Deadlines,
• Budget concerns,
• Profit,
• Time and cost uncertainties,
• Staff motivation,
• Management requirements and
• Customer satisfaction
Project Manager and ethics ….. Cont’d
• Project teams that involve members from different
countries are likely to face ethical challenges
• For such projects, cultural differences might become a
dominating factor.
• What is acceptable and common practice (or ethical) in one
country might be unethical in another.
Project Manager and ethics ….. Cont’d
• When it comes to project management, ethics are
extremely important in gaining the support of the project
team.
• Ethics then become the values, standards, and rules that
one –as part of the project team-upholds to ensure right
from wrong practices.
Project Manager and ethics …… cont’d

• Since ethics of a Project Manager can reflect upon a project,

project team or the parent company, many professions
require their members to abide by code of ethics
Code of Ethics of the Project Management
Institute & Professional Conduct
• Project Management Professionals must follow the higher ethical
standard (higher than normal).
• Professional and social responsibility includes the following
categories that represent the Code of Ethics and Professional
Conduct:
 Responsibility
 Respect
 Fairness
 Honesty
Aspirational and Mandatory Standards
Aspirational Standards
• These are the ones we strive to attain and uphold

Mandatory Standards
• Standards are firm requirements such as those deemed by
law

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1. RESPONSIBILITY – taking ownership for
decisions made or failed to make
• Aspirational Standards
• Make decision and take actions based on best interests of society, public
safety and the environment;
• Accept assignments consistent with our background, experience, skills and
qualification;
• Fulfil commitments- do as promised
• Mandatory Standards
• Regulations and Legal Requirements- get informed as regards regulations,
report illegal conduct
• Ethics complaints- inform authorities
• Get facts on complaints raised

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2. RESPECT – show high regard selves, others
and resources entrusted to the team.
• Aspirational Standards
• Understand norms and customs of others
• Listen to others’ views
• Resolve conflicts directly
• Conduct in professional manner- always
• Mandatory Standards
• Negotiate in good faith
• Do not use your expertise to influence decision or action of others
• Do not act in abusive manner
• Respect property rights of others

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3. FAIRNESS – make decisions and act impartially
• Aspirational Standards
• Transparent decision making
• Re-examine one’s impartiality and objectivity

• Mandatory Standards
• Conflict of interest situations
• Disclose real or potential conflict of interest
• If it happens, recuse oneself from decisions
• Favouritism and Discrimination
• Hiring, firing, reward, punishment, contract wards should not be based on personal
considerations including favouritism, nepotism, bribery etc
• No discrimination based on gender, age, race, religion, disability etc
• Rules apply to all

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4. HONESTY- understand the truth and act in
a truthful manner
• Aspirational standards
• Seek to understand the truth
• Be truthful in communication and conduct
• Provide accurate information accurately

• Mandatory Standards
• Do not condone behaviour designed to deceive others
• Do not engage in dishonest behaviour for personal gain or at the expense of
others

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CONCLUDING REMARKS
• Code of ethics are usually linked to organisational Strategic Plans
through core values;
• Every project team member should be aware of the ethical
standards expected of them through training seminars and briefings
• Have clear reporting procedures where members could report
breaches of ethical standards or intentions to breach the code of
standards
• Project Managers must lead by example at all times in promoting
and practicing highest ethical standards in communication and
project implementations.

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The END

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THE END

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