Creating shared value to get social license to operate in the extractive industry : a framework for managing and achieving the social license to operate / Cesar Saenz.

Format:

Book

Author/Creator:

Sáenz, Cesar, author.

Series:

Emerald Points

Language:

English

Subjects (All):

Mineral industries.

Physical Description:

1 online resource (216 pages)

Place of Publication:

Bingley, England : Emerald Publishing, [2021]

Summary:

Creating Shared Value to get Social License to Operate in the Extractive Industrypresents techniques and models that will enable you to actually formulate, implement, and evaluate strategies to shared value to earn SLO.

Contents:

Cover

CREATING SHARED VALUE TO GET SOCIAL LICENSE TO OPERATE IN THE EXTRACTIVE INDUSTRY

CREATING SHARED VALUE TO GET SOCIAL LICENSE TO OPERATEIN THE EXTRACTIVE INDUSTRY: A Framework for Managing and Achieving the Social License to Operate

Copyright

Dedication

CONTENTS

ABOUT THE AUTHORS

PREFACE

1. Shared Value Creation to Earn Social License to Operate

Chapter Objectives

1.1 Why Do the Extractive Projects Need to Earn Social License to Operate?

1.2 Creating Shared Value

1.3 Social License to Operate

1.3.1 SLO Definition

1.3.1.1 Community Development

1.3.1.2 Participation

1.3.1.3 Process

1.3.1.4 Partnership

1.3.1.5 Permanent Change

1.4 SLO Features

1.4.1 SLO Is Earned

1.4.2 SLO as Meeting Social Expectations

1.4.3 SLO as a Forum for Negotiation

1.4.4 SLO Is Going beyond Compliance

1.4.5 SLO Is Intangible

1.4.6 SLO Is Gaining Trust

1.4.7 SLO Is Built on Relationship

1.4.8 SLO Is a Reputational Capital

1.4.9 SLO Is Not One-size-fits-all Program

1.4.10 SLO Is an Ongoing Outcome

1.4.11 SLO Must Be Earned at Each Specific Site

1.4.12 SLO Is Preventing Costs

1.5 The Strategic Management of the Shared Value Creation to Get Social License to Operate

1.5.1 What Is Strategic Management of Shared Value Creation to Get SLO?

References

2. A Meta Model of Social Conflict Analysis

2.1 Social Conflict in the Extractive Industry

2.2 Social Conflict Stages

2.3 Strategies in a Social Conflict

2.3.1 Community Strategy in a Social Conflict

2.3.2 Company Strategy in a Social Conflict

2.4 Framework

2.5 Cases

2.5.1 Case Study 1: Chevron Nigeria Limited

2.5.1.1 Latent Stage

2.5.1.2 Emerging Stage

2.5.1.3 Crisis Stage

2.5.1.4 Dialogue Stage

2.5.1.5 The Development Stage

2.5.1.6 The Adoption Stage.

2.5.3 Case Study 2: A Case Study of Ok Tedi Mine, Papua New Guinea

2.5.3.1 Study Questions

2.5.4 Case Study 3: Cerro de Pasco Mining Company

2.5.4.1 Study Questions

3. The Internal and External Assessment

3.1 The Nature of an Internal and External Audit

3.1.1 Key Internal Factors

3.1.2 Key External Factors

3.1.3 The Process of Performing an External and Internal Audit

3.2 Internal Factors

3.2.1 Business Thinking about Social Management

3.2.2 Internal Influence of Community Relations Staff

3.2.3 Corporate Structures and Hierarchy

3.2.4 Staff Attitudes: Hiring and Training

3.2.5 Role of Formal Processes

3.2.6 Role of the Legal Function

3.2.7 Labor

3.3 External Factors

3.3.1 Social

3.3.2 Environment

3.3.3 Water

3.3.4 Land

3.3.5 Human Rights and Culture

3.3.6 Employment

3.3.7 Legal License to Operate

3.3.8 Partnership

3.3.9 Co-ownership of the Process (Ownership)

3.3.10 Sphere of Influence

3.4 The Social Conflict Diagnostic Tool

3.5 Case Study

3.6 The Action Plan

4. The Creation of Shared Value Based on Good Company-Community Relationships

4.1 Company-Community Relation

4.1.1 Company-Community Perception of Worldview

4.2 Paternalist Model, In-house Strategy, and Company's Top-down Approach

4.3 Multistakeholder Partnerships

4.3.1 Input, Throughput, and Output Legitimacy

4.3.2 Examples of Multistakeholders Models

4.4 Guidance on Integrating Social Responsibility throughout an Extractive Company

4.4.1 Setting the Direction of an Organization for Social Responsibility

4.4.2 Building Social Responsibility into a Company's Governance, Systems, and Procedures

4.5 Case Study

4.6 Questions

5. Building Legitimacy and Trust to Create Shared Value.

Chapter Objectives

5.1 Legitimacy

5.2 Trust

5.3 The Legitimacy and Trust Model

5.3.1 Decision-maker Factors

5.3.1.1 Risk Tolerance

5.3.1.2 Level of Adjustment

5.3.1.3 Relative Power

5.3.2 Pragmatic Legitimacy

5.3.2.1 Stakeholder Engagement

5.3.2.2 Norms

5.3.3 Moral Legitimacy

5.3.3.1 Benevolent Concern

5.3.3.2 Security

5.3.3.3 Consensus-based Approach

5.3.3.4 Similarities

5.3.3.5 Transparency

5.3.3.6 Mediation

5.3.3.7 Participation

5.3.4 Cognitive Legitimacy

5.3.4.1 Independent Technical Support

5.3.4.2 Capability

5.3.5 Situational Factors

5.3.5.1 Reputational Concern

5.3.5.2 Leadership

5.3.5.3 Alignment of Interests

5.3.5.4 Predictability and Integrity

5.3.5.5 Level of Communication

5.4 Case Study

5.4.1 The Baku-Tbilisi-Ceyhan Pipeline (Jijelava &amp

Vanklay, 2017)

5.4.1.1 Benevolent Concern

5.4.1.2 Transparency

5.4.1.3 Capacity

5.4.1.4 Security

5.4.1.5 Reputational Concern

5.4.1.6 Participation

5.4.1.7 Predictability and Integrity

5.4.1.8 Level of Communication

5.4.1.9 Stakeholders Engagement

5.4.1.10 Relative Power

6. The Extractive Game Triangle Model: Do We Need to Change the Mining Game for Development?

6.1 Actors of the Central Triangle: Who Play the Extractive Game?

6.1.1 The Triangles of Interaction between Actors in the Extractive Game Based on Interest, Rights, or Power: the External ...

6.2 How Do the Stakeholders (Players) Play the Extractive Game?

6.2.1 Company - Government

6.2.2 Government - Community

6.2.3 Community - Company

6.3 How Is the Extractive Game between the Company and the Local Community?

6.3.1 Community-Business Interdependence Relationship

6.3.2 Negotiation Approach: Interest-based or Position-based.

6.4 The Five Key Emotional Concerns of Interaction: How Is the Emotional Interaction in the Extractive Game between the Com ...

6.5 Case Study

6.5.1 Application of the Extractive Game Triangle Model to the Case

6.5.1.1 Southern Peru Copper Corporation Toquepala Processing Plant Expansion Project in Tacna, Peru

6.5.1.1.1 General Description

6.5.2 Application of the Extractive Game Triangle Model to the Southern Peru Copper Corporation Toquepala Processing Plant ...

6.5.3 Actors of the Central Triangle (1)

6.5.4 Interaction Triangles: Interest-right-power (1.1)

6.5.5 Interdependence Relation: Community-Company Control and Avoidance Relation or Community-Company Cooperation Relation ...

6.5.6 Negotiation: Based on Interest or Based on Positions (3.2)

6.5.7 The Five Key Emotional Concerns of Interaction

6.5.8 How to Improve the Extractive Game to Build Trust and Generate Value?

6.5.9 Recommendations: Next Steps to Improve the Mining Game towards Development

7. Implementation of Shared Value Creation to Achieve the Sustainable Development Goals

7.1 Understanding the Sustainable Development Goals

7.2 Framework

7.2.1 SDG1: Mining and Poverty Eradication

7.2.1.1 Paying a Fair and Accurate Share if Taxes Aid Royalties

7.2.1.2 Promoting Inclusive Employment

7.2.1.3 Promoting Skill Development

7.2.1.4 Building Local, Regional, and National Procurement

7.2.1.5 Planning Early for Land Access, Settlement, and Livelihood Restoration

7.2.2 SDG2: Zero Hunger

7.2.2.1 Finding Synergies: Were Mining and Agriculture Operate Together?

7.2.2.2 Ensuring Transparency in Water Management

7.2.2.3 Designing Infrastructure with Shared Benefits to Agriculture

7.2.2.4 Keeping Farmland and Livestock Free from Contamination and Dust.

7.2.3 SDG3: Ensure Healthy Lives and Promote Well-being for all at all Ages

7.2.3.1 Improving Occupational Health and Safety, Including Road Safety

7.2.3.2 Preventing Noncommunicable Diseases

7.2.3.3 Anticipating, Mitigating, and Monitoring for Infectious Diseases

7.2.3.4 Combating Tuberculosis and HIV/AIDS Among Employees

7.2.3.5 Fostering Mental Health, Preventing Substance Abuse and Domestic Violence

7.2.3.6 Preventing Emission of Toxic Substances to the Surrounding Environment

7.2.4 SDG4: Quality Education

7.2.4.1 Implementing a Life of Mine Skills Baseline and Assessment

7.2.4.2 Investing in Workforce Education, Training, and Technical Programs

7.2.4.3 Building Technical Scholarships and New Graduate Programs into Recruitment Strategies

7.2.5 SDG5: Gender Equality

7.2.5.1 Ensuring Equal Opportunities for Women

7.2.5.2 Ensuring Gender-Sensitive Work Environments

7.2.5.3 Recognizing the Roles and Rights of Women

7.2.6 SDG6: Clean Water and Sanitation

7.2.6.1 Conserving and Recycling Water

7.2.6.2 Monitoring Water Quality and Reporting on Water Use

7.2.6.3 Taking Approaches to Managing Water that Considers Social, Cultural, and Technical Aspects

7.2.7 SDG7: Affordable and Clean Energy

7.2.7.1 Improving Energy Efficiency

7.2.7.2 Incorporating Renewable Energy

7.2.8 SDG8: Decent Work and Economic Growth

7.2.8.1 Driving Economic Growth with Local Procurement and Supplier Development Strategies

7.2.8.2 Expanding the Inclusiveness of Direct Employment

7.2.8.3 Implementing Impact-Benefit/Community Agreements

7.2.9 SDG9: Mining, Industry, Innovation, and Infrastructure

7.2.9.1 Supporting Local Procurement and Skill Development

7.2.9.2 Considering Shared Infrastructure Solutions

7.2.10 SGD10: Mining and Reduced Inequalities.

7.2.10.1 Understanding How Mining Activities May Exacerbate Inequality.

Notes:

Description based on print version record.

ISBN:

1-83909-924-0

OCLC:

1245671359