We also undertake social investments that support both our business objectives and stakeholders' priorities in the countries in which we operate.
In 2009, we spent approximately NOK 207 million on social investments in activities spread across 24 countries of operation, NOK 182 million of which was spent on a voluntary and NOK 25 million on a contractual basis. In 2009 the biggest social investments outside of Norway were made in Angola, Algeria, Azerbaijan, Russia, Venezuela and Nigeria. (See 'Overview of activities by country' for social investments by country). Social investments are part of our business and social responsibility plans for countries in which we operate.
Through our social investments, we aim to mitigate social risks associated with project development and operations, promote transparency and respect for human rights in the business environment, build local capacity and expertise in the oil and gas industry, and improve local conditions and welfare.
Overall, our social investments must be based both on our business objectives and stakeholders' priorities in the countries in which we operate. Social investments are used strategically to manage the impacts of our business activities, and are established on the basis of relevant risks and opportunities as identified through relevant risk and impact assessments. Stakeholder dialogue is also an important element of social investment identification, and aims to ensure that expressed community needs are met, projects are appropriately designed and sustainability is promoted. In 2009, we revised our procedures to further improve effectiveness and quality control, and we also introduced additional measures to reduce third-party compliance and corruption risks.
Local strategies for social investment are part of country or project-specific social responsibility plans. These CSR plans, which are required to support operations in all non-OECD countries, document key social and political risks to our business strategy and projects, and propose mitigating actions and steps, including possible social investments. In 2009, CSR plans were prepared in 57% of the non-OECD countries where we are active, up from 50% in 2008. In addition, CSR plans were prepared in Canada, Mexico and the USA to take account of the particular social and environmental risks that our operations face there.