Budget suitable.
Effective security and social performance management needs to be suitable for project phases and budgets.
What’s so special about this?
Trubshaw Cumberlege understands all too well the realities of project financing considerations at each phase of an asset life cycle.
That is why we provide our clients with an integrated work management system that is tailor made for specific budgets.
During early asset development, Trubshaw Cumberlege helps its clients implement a cost-effective and simple to use work management system intended to address security and community concerns specific to early project phases, including but not limited to early stakeholder engagement, land access agreements, resettlement, informed consent, and regulatory compliance.
As a project advances into construction and operation, Trubshaw Cumberlege then supports our clients through this next phase of project management through the coaching and development of the local team.
How is this different from the herd?
Whether a mineral asset, oil pipeline, or renewable energy project, the development of project assets typically takes years if not decades to go from an idea to operational. During the early phases of asset identification, exploration, evaluation, and even development, budgets and timelines remain tight. So it is no wonder that companies do not prioritise social risk management during these phases of asset development.
But objective data shows that they should.
Trubshaw Cumberlege has dissected 1301 social conflicts around the world involving extractive companies, infrastructure developers, energy producers and large-scale agribusiness. Our data proves that almost a third of the social conflicts around large-scale project development occur before construction even begins. Another 15% occur during project construction. Reality dictates that companies must do more to address social risk during early project development in order to ensure long-term success.