Acquisition of actuarial licenses

, 48

Action plans

, 67–70

Activity

, 129

Adjustment level

, 98

Affiliation

, 128

Affordable and clean energy

, 168–169

ALA Pasco

, 33

Alcoa

, 173

Alignment of interests

, 105

Alternative dispute resolution (ADR)

, 42

Appreciation

, 128

Atlas Map

, 153

Authority

, 128–129

Autonomy

, 128

Baku–Tbilisi–Ceyhan pipeline (BTC pipeline)

, 107–110

benevolent concern

, 108

capacity

, 108

communication level

, 109–110

participation

, 109

predictability and integrity

, 109

relative power

, 110

reputational concern

, 109

security

, 108–109

stakeholders engagement

, 110

transparency

, 108

Barrick

, 180

Benevolent concern

, 100, 108

Biodiversity offsets

, 183–184

Business thinking about social management

, 39

C.U.R.E Project

, 188

Cajamarca province

, 171–172

Capability

, 103–104

Capacity

, 108

Caspian Development Advisory Group (CDAP)

, 109

Catchment

, 45–46

Cerro de Pasco Mining Company

, 32–33

study questions

, 33

Chevron Nigeria Limited (CNL)

, 27–30

adoption stage

, 29–30

crisis stage

, 28

development stage

, 29

dialogue stage

, 28–29

emerging stage

, 28

latent stage

, 27–28

Clean water and sanitation

, 166–168

Climate action

, 179–181

aligning company strategies

, 180–181

climate change resilience

, 181

corporate policy

, 179–180

reducing, measuring, and reporting emissions

, 180

Climate change resilience

, 181

Co-ownership of process

, 49

CODELCO company

, 163–164

Cognitive justifications

, 97

Cognitive legitimacy. See also Pragmatic legitimacy

, 103–104

capability

, 103–104

independent technical support

, 103

Collaborative SLO

, 81

Columbia Center on Sustainable Investment (CCSI)

, 153

Communication level

, 105, 109–110

Community/communities

, 185

agreements

, 170–171

development

, 4–5

internal influence of community relations staff

, 39–40

strategy in social conflict

, 22

Community–business cooperation relationship

, 125–127

Community–business interdependence relationship

, 124–125

Community–company

, 123

community–company control and avoidance relationship

, 124–125, 134, 137

community–company cooperation relation

, 134–137

Company/companies

, 118, 185

company–government

, 122

strategy in social conflict

, 22–24

top-down approach

, 76–78, 80

Company–community relation

case study

, 88–90

company–community perception of worldview

, 75–76

multistakeholder partnerships

, 80–87

paternalist model, in-house strategy, and company’s top-down approach

, 76–80

Compliance Advisor Ombudsman (CAO)

, 148

Consensus-based approach

, 100–101

Contextual factors

, 97

Control and avoidance relationship

, 124

Cooperative relationship

, 124

Corporate community foundation models

, 76

Corporate policy

, 179–180

Corporate social responsibility (CSR)

, 44, 102

Corporate structures and hierarchy

, 40–41

Crisis

, 21

Cultural heritage management plans

, 175–176

Decision-making

adjustment level

, 98

factors

, 97, 99

processes

, 83

relative power

, 98–99

risk tolerance

, 98

Democratic societies

, 20

Development table

, 86

Dialogue table

, 85–86

Distributive negotiation

, 125

Distributive tactics

, 124

Due diligence

, 186

Early Warning System (SAT)

, 140–141

Ebola

, 160

Economic growth with local procurement and supplier development strategies

, 169–170

Ecosystem services

, 184

Efficient negotiation management

, 126

Emerging infectious diseases (EIDs)

, 160

Emission of toxic substances

, 162

Emissions, reducing, measuring, and reporting

, 180

Emotional concerns of interaction

, 141–144

Emotional interaction in extractive game

, 128–129

Employment

, 48

Energy efficiency

, 168–169

Environment

, 44–45

Environmental Impact Assessment (EIA)

, 122, 135

Equal opportunities for women

, 164–165

External audit

, 37

case study

, 50

external factors

, 38

internal factors

, 38

nature

, 37–39

process of performing

, 38–39

External factors

, 44–49

co-ownership of process

, 49

employment

, 48

environment

, 44–45

human rights and culture

, 47

land

, 46

legal license to operate

, 48

partnership

, 48–49

social

, 44

sphere of influence

, 49

water

, 45–46

Extractive game triangle model

, 117–118

actors of central triangle

, 117, 119, 121

case study

, 130–148

company and local community

, 124–128

emotional concerns of interaction

, 128–129

stakeholders

, 121–123

triangles of interaction

, 119–121

Extractive industry, social conflict in

, 19–20

Formal processes

, 42

Free, Prior, and Informed Consent (FPIC)

, 186

Gender equality

, 164–166

Gender-sensitive work environments

, 165

General Memorandum of Understanding (GMoU)

, 85

Geological, Mining and Metallurgical Institute (INGEMMET)

, 33

Glencore

, 158, 183

Gold Fields

, 169, 175–176

Governments

, 118

government–community

, 122–123

Graduate programs into recruitment strategies

, 164

Hak ulayat

, 156

High-density polyethylene (HDPE)

, 176–177

Hiring

, 41

Human immunodeficiency virus/acquired immunodeficiency syndrome (HIV/AIDS)

, 159

among employees

, 161

Human rights

and culture

, 47

impact assessments

, 185–186

Impact and Benefit Agreements (IBAs)

, 85–87

Impact-benefit

, 170–171

In-house strategy

, 76–80

Inclusive employment

, 155

Inclusiveness of direct employment

, 170

Independent technical support

, 103

Indigenous peoples

, 186

Industry

, 171–172

Infection prevention and control (IPC)

, 160

Infectious diseases, anticipating, mitigating, and monitoring for

, 160–161

Infrastructure

, 171–172

Innovation

, 171–172

Input legitimacy

, 84–85

Institutions

, 184–186

Integrity

, 105, 109

Interdependence relationship

, 134–137

Interest-based negotiation

, 125, 128, 137, 141

Internal audit

, 37

case study

, 50

external factors

, 38

internal factors

, 38

nature

, 37–39

process of performing

, 38–39

Internal factors

business thinking about social management

, 39

corporate structures and hierarchy

, 40–41

formal processes

, 42

internal influence of community relations staff

, 39–40

labor

, 43

legal function

, 42–43

staff attitudes

, 41

International Council on Mining and Minerals (ICMM)

, 123, 154

International Finance Corporation (IFC)

, 108, 148

International Union for Conservation of Nature (IUCN)

, 188

Joint fact-finding process

, 126–127

Joint-Fact Finding (JFF)

, 146–147

Justice

, 184–186

JX Nippon Mining & Metals

, 165–166

Kindness

, 100

Labor

, 43

Land

, 46

access

, 156

Latent conflict

, 20–21

Leadership

, 104

Legal function

, 42–43

Legal license to operate

, 48

Legitimacy

, 95–96

case study

, 107–110

model

, 97–105

strategies

, 106–107

Livelihood restoration

, 156

Local communities

, 75–76, 118–119

Local procurement

, 155–156, 171–172

Los Andes de Cajamarca Association (ALAC)

, 168

Manifest conflict

, 21

Marine impacts

, 182

Marine resources, social impacts and relationships to

, 182

Mediation

, 102–103

Memorandum of understanding (MoU)

, 85

Mental health

, 161–162

Meta model of social conflict analysis

, 24–25

Mine skills baseline and assessment, life of

, 163

Minera San Cristobal S.A (MSC)

, 157

Mineral processing

, 45

Mining

, 154, 156, 171–172

activities

, 172–173

anticipating and preventing risk of conflict

, 173–174

and life below water

, 181–182

and life on land

, 182–184

and reduced inequalities

, 172–174

waste

, 176–177

Mitsubishi materials

, 168–169, 176, 179

MMG company

, 160, 177–178, 181

Moral justifications

, 97

Moral legitimacy. See also Cognitive legitimacy

, 100–103

benevolent concern

, 100

consensus-based approach

, 100–101

mediation

, 102–103

participation

, 103

security

, 100

similarities

, 101–102

transparency

, 102

Multilateral Investment Guarantee Agency (MIGA)

, 148

Multistakeholder partnerships. See also Partnership(s)

, 80, 82, 87

examples of multistakeholders models

, 85–87

input legitimacy

, 84–85

output legitimacy

, 84–85

throughput legitimacy

, 84–85

NANA Regional Corporation

, 89

National Office for Dialogue and Sustainability (ONDS)

, 139–140

National procurement

, 155–156

National Water Authority (ANA)

, 140–141, 144

Negotiation approach

, 125, 128, 137, 141

Newcrest

, 175

Newcrest Diversity and Inclusion Strategy

, 170

Newcrest Mining Limited

, 165

Newmont

, 164, 170, 183–184, 188

Noncommunicable disease (NCD)

, 159–160

Nongovernmental organizations (NGOs)

, 76, 101–102, 167–168

Norms

, 99

Norsk Hydro ASA

, 155

Occupational health and safety

, 159

Ok Tedi Mine, Papua New Guinea

, 30–31

study questions

, 31

Operational activities

, 174

Orano

, 172

Organizations

, 87, 176, 179

Output legitimacy

, 84–85

Participation

, 103, 109

Participation, process, partnership, and permanent change (4Ps)

, 4–7

Participatory environmental monitoring and surveillance committees (PEMSCs)

, 86–87

Partnership(s)

, 48–49

for goals

, 187–188

networks

, 81

transferring innovative and environmentally sound technologies

, 187–188

transparently mobilizing resources

, 187

Paternalist model

, 76–80

Peace

, 184–186

Peace Bonus

, 29

Personal protective equipment (PPE)

, 165

Planning land use for life of mine

, 175

Polarization

, 20–21

Pollution prevention

, 162

Polyus

, 161, 184

Position-based negotiation

, 125, 128, 137, 141

Poverty eradication

, 154–156

Pragmatic legitimacy. See also Cognitive legitimacy

, 97, 99

norms

, 99

stakeholder engagement

, 99

Predictability

, 105, 109

Private companies

, 118

Quality education

, 162–164

Racks

, 102–103

Rancas

, 33

Red Dog Mine in Alaska

, 88–90

Reforestation

, 184

Regional Development Councils (RDCs)

, 29

Regional procurement

, 155–156

Relative power

, 98–99, 110

Renewable energy

, 169

Reputational capital

, 9–10

Reputational concern

, 104, 109

Responsible consumption and production

, 177–179

extraction

, 178–179

implementing environmentally sound management of chemicals and all wastes

, 178

minimizing mine inputs and waste

, 177–178

responsible sourcing

, 179

Rights of women

, 166

Río Locumba Consortium (CRL)

, 140–141

Rio Tinto

, 181

Risk tolerance

, 98

Royalties

, 154

Sacra Familia

, 33

Security

, 100

Security

, 108–109

Settlement

, 156

Shared infrastructure solutions

, 172

Shared value creation

, 2–3

strategic management of

, 11–13

Sibanye-Stillwater

, 182

Similarities

, 101–102

Situational factors

, 104–105

alignment of interests

, 105

communication level

, 105

leadership

, 104

predictability and integrity

, 105

reputational concern

, 104

Skill development

, 155, 171–172

Skills-based trust

, 96–97

Social conflict

action plans

, 67–70

cases

, 27–33

in extractive industry

, 19–20

framework

, 24–27

stages

, 20–22

strategies in

, 22–24

Social conflict diagnostic tool (SCDT)

, 49–51, 66, 68

Social identity theory

, 101–102

Social investments

, 48–49

Social license to operate (SLO)

, 2–4, 7, 20, 95

compliance

, 8

earned

, 7–8

extractive projects

, 1–2

features

, 7–11

as forum for negotiation

, 8

gaining trust

, 9

intangible

, 9

as meeting social expectations

, 8

one-size-fits-all program

, 10

outcomes

, 10

preventing costs

, 11

programs

, 75–76

relationships

, 9

reputational capital

, 9–10

shared value creation

, 2–3

specific site

, 11

Social license withdrawal

, 21–22

Social management, business thinking about

, 39

Social resistance in mining industry

, 20

Social responsibility

, 77

into company’s governance, systems, and procedures

, 88

guidance on integrating social responsibility throughout extractive company

, 87–88

setting direction of organization for

, 87–88

Social time

, 40

South32

, 170

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

, 130–131

actors of central triangle

, 131–132

emotional concerns of interaction

, 141–144

interaction triangles

, 132–134

interdependence relation

, 134–137

negotiation

, 137–141

recommendations

, 148

trust and generate value

, 144–147

Sphere of influence

, 49

Staff attitudes

, 41

Stakeholders

community–company

, 123

company–government

, 122

engagement

, 99, 110

extractive game triangle model

, 121–123

government–community

, 122–123

Strategic management of shared value creation

, 11–13

SLO

, 11–13

Surface mining

, 45

Sustainable cities and communities

, 174–177

Sustainable Development Goals (SDGs)

, 81, 151, 153

framework

, 153–188

SDG1

, 154–156

SDG11

, 174–177

SDG12

, 177–179

SDG13

, 179–181

SDG14

, 181–182

SDG15

, 182–184

SDG16

, 184–186

SDG17

, 187–188

SDG2

, 156–158

SDG3

, 159–162

SDG4

, 162–164

SDG5

, 162–164

SDG6

, 166–168

SDG7

, 168–169

SDG8

, 169–171

SDG9

, 171–172

SGD10

, 172–174

Taxes

, 154

Technical scholarships

, 164

Technical time

, 40

Teck company

, 163, 167, 173–174

Throughput legitimacy

, 84–85

Training

, 41

Transparency

, 102, 108

in water management

, 157

Trust

, 9, 95–97

case study

, 107–110

model

, 97–105

strategies

, 106–107

Trustees

, 96–97, 105

Tuberculosis among employees

, 161

UN Sustainable Development Solutions Network (SDSN)

, 153

United Nations Development Programme (UNDP)

, 153

Urban development, anticipating and mitigating negative impacts of

, 176

Vale company

, 161, 167, 178

War

, 21

Wastewater Treatment Plants (WWTP)

, 140–141

Water

, 45–46

basin

, 45–46

conserving and recycling

, 167

quality and reporting on water use

, 167

social, cultural, and technical aspects

, 167–168

Water Balance Committee

, 142–143

WET Project

, 188

Win–lose strategies

, 135

Workforce education, training, and technical programs

, 163–164

World Health Organization (WHO)

, 161

World Heritage

, 175–176

Yurajhuanca

, 33

Zero hunger

, 156–158

farmland and livestock free from contamination and dust

, 158

finding synergies

, 157

infrastructure with shared benefits to agriculture

, 158

transparency in water management

, 157

Zero-sum negotiation

, 125