People and the Earth Ecosystem

QUESTION:

Explain the impacts of pollution, soil degradation, biodiversity loss and global warming to human’s
health and the environment.

 Pollution, soil degradation, biodiversity loss, and global warming have the ability to disrupt
ecosystems, encourage infectious disease outbreaks, and jeopardize development, food
security, and natural disaster protection. If ecosystem services are no longer enough to satisfy
societal requirements, this may have serious consequences for human health. Changes in
ecosystem services have an indirect impact on livelihoods, income, local migration, and, on rare
occasions, political strife. Cancer, heart disease, asthma, and a variety of other disorders will all
be worse. These might be physical, such as pollution, poisonous chemicals, and food
 contaminants, or social, such as hazardous labor, substandard housing, urban sprawl, and
poverty

ASSIGNMENT 1 FOR MODULE 5

IT202/AL (NETWORKING 1)

QUESTION:

The students research on how configures security/firewall/advance setting.

Simple approach on setting up a firewall. Open the Windows Firewall applet first. Select Turn Windows
Firewall on or off from the left pane of the Windows Firewall applet. Return to the Windows Firewall
applet and select Allow an application or feature via Windows Firewall to set up program exceptions. On
either the Home/Work (Private) or public profiles, pick the apps or ports you wish to have access to your
computer from the list. The table below summarizes the most relevant points in this list. Clear the check
boxes next to any programs or ports to which access should be refused, or select the check boxes
adjacent to programs or ports to which access should be given. Allow another software to be added if it
is not already listed. Select the application to be added from the Add a Program dialog box, then click
Add. Click Browse if required to find the appropriate software. You may also pick which network types
the chosen application allows by clicking Network location types. Return to the Windows Firewall applet
and click Restore defaults if you need to restore default settings. Then, in the Restore Default Settings
dialog box that displays, confirm your desire.

IT 202/AL (Networking 1)

Question:

Inspect and Test the Configured Computer Networks

The ping command is used to test a TCP/IP setup. To rapidly acquire a computer's TCP/IP setup, launch
Command Prompt and execute ipconfig. Make that the network adapter for the TCP/IP setup you're
testing isn't in a Media disconnected status from the output of the ipconfig command. Ping the loopback
address by entering ping 127.0.0.1 at the command line. Ping the computer's IP address. Ping the
default gateway's IP address. Check that the default gateway IP address is valid and that the gateway
(router) is working if the ping command fails. Ping a distant host's IP address (a host that is on a different
subnet). If the ping command fails, make that the remote host's IP address is accurate, the remote host
is up and running, and any gateways (routers) between this computer and the remote host are up and
running. Ping the DNS server's IP address. If the ping command fails, make that the DNS server IP
address is accurate, the DNS server is up and running, and any gateways (routers) between this
computer and the DNS server are up and running.

SOCIAL RESPONSIBILITY / ADVITCOA#2

QUESTION A:

Develop a case study of a company using the format:

I. Company Profile

Nile Petroleum Company is a nation oil and Gas Corporation of South Sudan was established under the
Civil Authority for New Sudan (CANS) in 2003 and incorporated under the New (South) Sudan Company
Act 2003. Is a vibrant National Oil company of South Sudan with three active joint venture which
include; SIPET for operations and maintenance, Nile Delta for gas development and productions options,
Nile Drilling for drilling and services. Nile Petroleum vision is to be the leading and competitive
integrated oil and gas corporation, operating with focus on profitability and environmental and social
responsibility. Is working under strong legal framework including; Transitional Constitution 2011,
Petroleum Act 2012, Company Act 2012, EPSA/TA 2012 and has over 500 employees. Despite the many
challenges face by Nile petroleum, it is progressing towards its vision (stand-alone operator), retaining
and developing its regional and international partnerships, building national and technical knowhow and
developing its downstream products and infrastructure.

II. CSR Policies and Reporting

A. Exploration and Production

Exploration and Production (E&P) Division is the core of business in Nile Petroleum Corporation
(NILEPET) charged with participation, facilitation and monitoring of all exploration, field development
and production (Upstream) activities in Joint Operating Companies (JOC’s). Nile pet E&P Division
comprises of the following four departments:

Exploration:

The main task for the Exploration Department is to carry out all exploration activities starting from block
promotion, licensing, Seismic operations, wild cat and appraisal identification, basins modeling and G&G
studies. Exploration department in Nile pet play the following roles in conjunction with the JOCs:
  To participate and monitor the implementation of geological and geophysical (seismic survey,
acquisition, processing, interpretation and mapping) activities.
 Ensure all exploration drilling activities in JOCs are conducted in a proper manner
 To Participate and monitor G&G studies.
 To provide technical advices during blocks promotion.
 Participate in the JOC’s exploration planning.
 To ensure that all exploration activities are done as per the approved WPB.

Field Development:

Development department is responsible for the systematic and timely transformation of petroleum
resources to reserves through integration of subsurface inputs in order to formulate an optimum Field
Development Project/Plan (FDP) which leads to the facilities design i.e. is the custodian of the resources
management throughout Exploration & Production cycle.

Currently, Development Department in Nile pet, as a national partner, is to participate, facilitate,

monitor and evaluate the development plans carried out by the JOC which includes:

 Initiation of field development projects (FDP) studies and to decide economic evaluation of the
project to determine the profitability of the field during the life-time and the cash flow
allocation.
 Recommendation on number of development wells to be drilled.
 Planning for well completion & work over jobs for maintenance and/or perforation of the newly
identified potential zones.
 Initiation of production forecasting during the life time of the field.
 Planning for liquid lifting mechanism whether naturally or artificially (pumps).
 Adopting oil production enhancement strategy through water injection or any other advanced
technology.
 Proposing Field surface Facilities (FSF) and Field Processing Facilities (FPF).
 Management of the reservoir during the production life cycle.
 Monitor the implementation of the recommended development plans from the studies.

Drilling & Operations:

Role of Drilling and Operations department is to implement drilling projects for both Exploration and
Development departments and field operations in other departments; currently, drilling and operations
department is to plan, monitor and evaluate the JOCs related operations which include:

 Wells drilling operations (exploration, development and water wells for the local community).
 Rig Inspection activity.
 Rig mobilization.
 Work over operations.
  Material Supply (Fuel, spare parts, chemicals, drilling mud materials etc).
 Construction operations (roads, well pads, water treatment projects).
 Waste management (Environmental monitoring and remediation)

Production and Facilities:

Generally, Production and Facilities Department is two folds, Production is established to take care of
the oil and gas production monitoring and evaluation while facilities management includes engineering,
procurement, consultancy and commissioning (EPCC) for production facilities (PP, FPF, FSF, CPF & etc.).
Production and facilities department activities include:

 To Monitor and evaluate daily production to observe the challenges and

motivations.
 To manage resource depletion.
 To devise prudent strategies to sustain and maximize oil production.
 To ensure Safe and reliable design, Procurement, Construction & Commissioning of all
upstream development Facilities which includes; Field Surface facilities (FSF), Filed
Processing Facilities (FPF), Central Processing Facilities (CPF), Power Plants (PP), Power
Distribution, Power Transmission & Water injection (WI) Plants in order to
accommodate the daily production.
 To debottleneck the existing production facilities to meet the need.

All these departments play an important role to provide technical support, evaluation and monitoring to
Nile pet and its affiliates, JOCs and the Government. Nile pet/E&P Division has a vital role in JOCs to
ensure the world-class oil and gas business in South Sudan which is the main current revenue generating
business, more that 95% state revenues are from the oil export. Full support and facilitation are needed
for the government effort to guarantee smooth production and flow of the oil to the external market.
E&P is working hard to support Government strategy to establish local refineries and ensure the ongoing
gas development plant comes to exist instead of the gas being flared in the field causing some
environmental implications; these will undoubtedly reduce the increasing domestic demand for the oil
products.

Downstream Activities

Downstream Division began working in May 2012, currently is expanded and became the most vital
division in the company in terms of its direct linkages in increasing the company’s revenues.
Downstream and mid-stream in oil and gas practices represent clients in the construction, acquisition,
disposition, development and financing of various types of downstream including the natural gas
trading. Here are the few areas of potential captured in both the Mid-stream and Downstream:

Areas of the Downstream:

  Refining
 Distributions
 Whole sales trading
 Retails and Marketing

Areas of Mid-stream:

 Different assets facilities

 Gathering systems
 Pipelines and gas Processing facilities

Customer care, Sales and Distribution

 Interface between customers and NILEPET Downstream Division

 Prepares a daily sales report from all downstream locations
 Responsible for preparing distribution strategy to enable smooth and equitable
distribution of petroleum products to petrol stations and RSS 10 States
 Responsible for daily ‘stocks in hand’ in all depots

Marketing and Business Development

 Responsible for preparing marketing strategy for all Downstream products through
understanding customers’ needs
 Responsible for analysis of markets conditions-trends of demand for petroleum
products in RSS
 Recommends to management about new business opportunities and penetration
strategy Supplies
 Interface between NILEPET downstream and supplies contractors (Fuel, LPG etc)
 Responsible for records of products into NILEPET depots
 Responsible for preparation of daily inflow (incoming) of stocks into depots

Health, safety and environment

Health, Safety and Environment (HSE) was established in June 1st 2013 by the Engineer. Paul Adongo
Bath Deng – Managing Director/CEO of Nile Petroleum Corporation. Since then, the Department has
been keen and active in recognizing and integrating sound environmental, health, and safety
management practices into all aspects of Nile pet’s business. We are committed to offer technologically
innovative products and services, while conserving and enhancing resources for future generations.

HSE strives for continuous improvement in our environmental, health and safety management systems
and in the environmental quality of our products, processes, and services. We are

committed to protecting the environment, health, and safety of our employees, customers and the
communities where we operate.

HSE Guiding Principles:

  Meet or exceed all applicable environmental, health and safety requirements. We will
evaluate our HSE performance by monitoring ongoing performance results and
through periodic management reviews.
 Support and promote sound scientific principles and fiscally responsible public policy
that enhance environmental quality, health and safety.
 Advocate the adoption of prudent environmental, health and safety principles and
practices by our contractors, vendors, and suppliers.
 Communicate environmental, health, and safety policies and programs to our
employees, contractors, customers and stakeholders.
 Design, manage and operate our facilities to maximize safety, promote energy
efficiency, and protect the environment.
 Ensure that all employees are aware of their role and responsibility to fulfill and
sustain Nilepet’s environmental, health and safety management systems and policy.

Joint Ventures/Subsidiaries

Nilepet is active across the petroleum value chain, with a stake in all three operating companies, and a
significant presence in the midstream and downstream sectors. The national oil company has majority
stakes in six joint ventures, with three currently active. Nile Drilling and Services Co. is purchasing rigs
and has begun operations in 2017. Nile Delta, in partnership with Nigeria’s Niger Delta E&P, is running a
pilot gas-to-power project and implementing new brownfield technology to South Sudan’s mature
oilfields. SIPET Engineering and Consultancy Services provides project consultancy and power plant
operation and maintenance services.

Joint Operating Companies

Government of South Sudan enforces the oil and gas companies in the country to work in form of
consortia or Joint Operating Companies (JOCs) to include Nilepet as a partner in all to safegua the
National interest. Apart from the exploration JOCs, there are three producing JOCs, namely Dar
Petroleum Operating Company (DPOC), Greater Pioneer Operating Company (GPOC) and Sudd
Petroleum Operating Company (SPOCV) with different concession areas/blocks and shareholders as
summarize. After independence in July 2011, South Sudan came out with Petroleum Act 2012 and
resized the previous Sudan-inherited blocks to suit the new State policies.

Nilepet Investment
Nilepet investment plan include upstream business, Petroleum services business and downstream
business and this are outlined as follows:

Upstream business

 Relinquished a new block

 Produced water management
 Production Technology and facilities
 PE and G&G studies

Petroleum services business

 Expansion of current Joint Ventures scopes of work

 Initiating new joint ventures
 Regional foot print

Downstream business

 Partnering in implementing 5 years master plan

 Construction of refineries
 Marketing of petroleum products
 Construction of depots
 Construction of LPG plants
 Construction of JET A1 plants

III. Company Conflicts

Term of governance: CSR is an organizational policy. As such, it must align with and be integrated into a
business model to be successful. With some models, a firm's implementation of CSR goes beyond
compliance with regulatory requirements, and engages in "actions that appear to further some social
good, beyond the interests of the firm and that which is required by law", the choices of 'complying'
with the law, failing to comply, and 'going beyond' are three distinct strategic organizational choices.
While in many areas such as environmental or labor regulations, employers may choose to comply with
the law, or go beyond the law, other organizations may choose to flout the law. These organizations are
taking on clear legal risks. The nature of the legal risk, however, changes when attention is paid to soft
law. Soft law may incur legal liability particularly when businesses make misleading claims about their
sustainability or other ethical credentials and practices. Overall, businesses may engage in CSR for
strategic or ethical purposes. From a strategic perspective, the aim is to increase long-term profits and
shareholder trust through positive public relations and high ethical standards to reduce business and
legal risk by taking responsibility for corporate actions. CSR strategies encourage the company to make a
positive impact on the environment and stakeholders including consumers, employees, investors,
communities, and others. From an ethical perspective, some businesses will adopt CSR policies and
practices because of ethical beliefs of senior management. For example, a CEO may believe that harming
the environment is ethically objectionable. Therefore, to get listed on the CSR the company internal
terms of governance is the prerequisite

Environmental impact: Corporate social responsibility (CSR) can refer to a wide range of actions that
businesses may make - from donating to charity to ethical trading. One primary focus of CSR is the
environmental impact. Environmental CSR aims to reduce any damaging effects on the environment
from your business' processes. Activities may focus on: energy use, water use, waste management,
recycling, emissions, eco-friendly office and business travel policies. Some of these are significant from
both environmental and financial point of view.

Green CSR can reduce business risk, improve reputation and provide opportunities for cost savings. Even
the simplest energy efficiency measures can generate savings and make a difference to your business.
For example: switching off lights and equipment when not in use reducing the use of water reducing the
amount of paper you waste Caring about the environment can increase revenue too. Many customers
prefer to buy from responsible companies.

Revenue transparency: Revenue Transparency is a crucial condition to implement a CSR policy based on
the reputation mechanism. The central question of this contribution is how a transparency policy ought
to be organized in order to enhance the CSR behavior of companies. Governments endorsing CSR as a
new means of governance have different strategies to foster CSR transparency. In this paper we discuss
the advantages and disadvantages of two conventional policy strategies: the facilitation policy and the
command-and-control strategy. Using three criteria (efficiency, freedom and virtue) we conclude that
both strategies are defective. Most attention is paid to the facilitation strategy since governments
nowadays mainly use this. In evaluating this strategy, we analyze the Dutch case. As an alternative we
introduce a third government policy: the development of a self-regulating sub-system. By construing an
analogy with the historical development of corporate financial disclosure, we point out that the vital
step in the creation of a self-regulating subsystem is the creation of strong informational intermediate
organizations

Understanding of sustainability: Sustainability is responsibility for the impact that the organization
exerts on its surroundings, in business, environmental and social terms. Conscious management of the
impact translates into lower costs, improved external relations and better managed risks.

Sustainability is skilled positioning of the organization in the economic reality, taking account of the
social and economic challenges, environmental opportunities and threats. The awareness that the
organization functions within a broader framework, amid complex interrelations with many stakeholder
groups, allows it to get ready and make use of the opportunities linked with sustainability.

Sustainability is awareness that each entity is surrounded by stakeholders. Building and cultivating good
relations with stakeholders based on engagement and dialogue is crucial, because it not only affects the
possibilities to manage risks, but also supports development and gives the organization a competitive
edge.

Sustainability is transformation and development of the organization as well as creation of its long- term
value based on innovation as well as intellectual and relation capital.

Human right: Human rights are relevant to the economic, social and environmental aspects of corporate
activity. For example, labor rights requiring companies to pay fair wages affect the economic aspect.
Human rights such as the right to non-discrimination are relevant to the social aspect. And the
environmental aspects of corporate activity might affect a range of human rights, such as the right to
clean drinking water.

So, while the primary responsibility for the enforcement of international human rights standards lies
with national governments, there is a growing acceptance that corporations also have an important role
to play.

Corporations impact on human rights in significant ways. These impacts have increased over recent
decades as the economic might and political influence of corporations has grown, and as corporations
have become more involved in delivering services previously provided by governments.

Corporations have come to recognize that part of being a good corporate citizen includes respecting the
human rights of those who come into contact with the corporation in some way. This might be direct
contact (for example, employees or customers), or indirect contact (for example, workers of suppliers,
or people living in areas affected by a corporation’s activities).

Corporations are also responding to the fact that many consumers and investors expect corporations to
act in a socially responsible manner. The extent to which a company implements a comprehensive CSR
program can influence consumer and investor decisions.

Corruption: Corruption in emerging markets is a key social concern as well as a bottom-line issue that
affects a corporation's ability to compete. Engaging in anti-corruption strategies is an opportunity for
corporations to improve their competitiveness while also limiting resources that are intended for
disadvantaged populations from ending up in the pockets of dishonest public officials.

Corruption not only poses real costs to businesses (including operational costs, legal risks, and
competitive risks) but also exacts significant costs on society (including reduced government services for
the disadvantaged, constraints on foreign direct investment in high-corruption countries, and crime and
instability resulting from decreased trust in government).

Corporations today largely treat corruption as a legal and risk-management problem requiring
compliance-driven approaches, including internal corporate ethics training and policies and passive
participation in collective action efforts.

Corporations can play a greater leadership role and improve results in the broader anti-corruption effort
by treating corruption as a strategic CSR issue and seeking proactive solutions to social problems critical
to the business. In particular, corporations can ensure compliance throughout all their divisions and
countries; shift from diffuse declarations to outcome-oriented pacts that create effective incentives for
behavior change; expand efforts to influence public sector corruption; leverage their financial, technical,
and communication assets; and align and integrate resources and staff in order to execute swiftly on
these approaches.

IV. Company CSR Policy post - conflicts

Operational and financial challenges

Nile Petroleum Corporation is faced with operational and financial challenges in the implementation of
the Corporate Social Responsibilities policies and practices and these challenges include amongst others
the following; cashflow, retaining customers, finding the right staff, cyber risks, regulation and
compliance issue, listen to feedback, monitoring performance and managing overhead.

Political challenges

Shortly after independence, the National Legislative Assembly enacted two important pieces of
legislation: Petroleum Act (2012) and Petroleum Revenue Management Act (2013). These two laws are
widely considered to represent good industry practice. If fully implemented, the laws could set the
foundation for a vibrant and sustainable petroleum sector

Unfortunately, several years after being enacted, the laws remain little more than words on a page. The
first step for the government and oil companies is therefore to immediately begin implementing the
existing laws in letter and spirit. While some provisions may require considerable human or financial
resources to implement, others—such as the comprehensive social and environmental audit and the
reporting requirements of the Petroleum Act—only require political will. These provisions should be
implemented without delay as the government works towards a more comprehensive implementation
plan. But this seem taking a long time to implement and this affect Nile Petroleum in their endeavor to
implement CSR.

Logistical challenges

Due to insecurity, road and river transport costs have more than doubled in the past weeks while
contractors are demanding escorts by security forces, putting extra strain on the already limited
resources.

In Jonglei, Upper Nile and Unity States pre-positioned tools, seeds and fishing equipment were looted.
Nile Petroleum is not alone; since the start of the conflict, Road transport is the principle means of
moving supplies around the country, but the road network in South Sudan is one of the worst in the
world. The world’s newest country has only one paved road connecting the capital Juba with Nimule, on
the border with Uganda. All other roads are dirt, up to two-thirds of which risk being submerged by
floodwaters for up to half the year, effectively cutting off half of the country. “In South Sudan, we have
to do twice as much work in half the time,” explains Sue Leutze,

Aid agencies are also working to expand the use of river barges especially to Upper Nile and Jonglei
State where sporadic clashes between government and non-government troops continue. Some 1.8
million people, including 300,000 internally displaced people, are at high risk of floods every year.

Staffing

Nile Petroleum has staff challenges in the process of implementing the CSR these problems include
amongst others the following Staff training policies, Staff retaining and issue with obtaining technical
expatriate due to the ongoing conflict this has greatly affect the human resource department of Nile pet