Project-managed assets present social and environmental impact management specifics that require a fit-for-context approach to risk management. On the one hand, most social and environmental management processes remain under the control and responsibility of the operator, as for traditional projects. On the other hand, the project managers typically have a greater presence in operational-related activities, which puts them in the front line in relation to communities and expectations. This context can generate the need for a more extensive and aligned approach along the value chain than has been traditionally required. This paper addresses this type of scenario.

An oilfield services company developed and implemented its own social and environmental management standard for co-managing partner projects under long-term agreements. The standard requires the deployment of fundamental controls to manage the social and environmental performance of the projects, bridge with existing standards, and provide management with a consistent and efficient risk-based approach to manage the impact on operations in local communities.

The key features of the standard, based on the company's experiences in developing and implementing the new standard, are the use of checklists and scorecards to verify performance improvements, the lessons learned in creating a process, aligning roles and responsibilities, and developing capacity and integrating management systems. The standard was implemented in a mature brownfield, and since implementation, it has driven continuous performance improvements.

The lessons learned from implementation of the standard can be used to improve the alignment of roles and responsibilities for social and environmental performance between service companies and oil and gas operators, as well as partnerships with national oil companies or private local operators.

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