This article, written by Assistant Technology Editor Karen Bybee, contains highlights of paper SPE 127068, ’Application the Strategic Health Management,’ by Filippo Uberti, SPE, Erasmo Macera, Simone Mortara, SPE, and Guillermo Gomez, SPE, Eni E&P, originally prepared for the 2010 SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production, Rio de Janeiro, 12-14 April. The paper has not been peer reviewed. Eni E&P works in complex operating environments, interacting with host communities and sharing their health and social problems. Strategic health management (SHM) introduces a systematic approach in each phase of the project life cycle to improve the health status of the workforce and their families and to promote/sustain lasting improvements to the health status of host communities. The approach has been used in various countries through initiatives aiming at development of local primary-health-care systems and/or control of specific endemic diseases. Introduction The objective of the SHM process is to pay attention to priority ill-health determinants within the host community and participate in their solution. Health-needs priorities, which sometimes need to be addressed, urgently would be faced more effectively and efficiently if a bottom-up approach could be used in the identification and planning process. Meaningful project design could be devised and thus attract whatever funding that might be available. Investment in community health programs should be among the primary responsibilities of the local government. Although the decision on where and how much to invest in community health programs could be a matter of debate, it is (in line with self-reliance and -determination principles) the full responsibility of local authorities. Because the objective of cooperation is to support partner countries in the development and implementation of their existing health policies and community health programs, the industry operators may choose to assist the local governments at various levels and in different ways. Such assistance may take the form of direct or indirect investment, or could occur through more-traditional philanthropic corporate contributions. In all cases, the decision on whether to invest and how much to invest is up to the company. Actually, the contribution of a strong private/public partnership to health-system development is essential for a socially responsible company. Prioritize Stakeholders Timely and lasting improvements in community health are difficult to achieve and do not occur passively. Members of industry, sharing common principles and a common vision, must be prepared to engage host governments and other key stakeholders actively in cooperative consultation to plan actions that can achieve the desired outcomes. Planning and coordinating such interactions are critical over the life of a project.