Index

Cesar Saenz PhD (ESAN University, Peru)

Creating Shared Value to get Social License to Operate in the Extractive Industry

ISBN: 978-1-83909-925-0, eISBN: 978-1-83909-924-3

Publication date: 12 April 2021

This content is currently only available as a PDF

Citation

Saenz, C. (2021), "Index", Creating Shared Value to get Social License to Operate in the Extractive Industry, Emerald Publishing Limited, Leeds, pp. 195-202. https://doi.org/10.1108/978-1-83909-924-320211009

Publisher

:

Emerald Publishing Limited

Copyright © 2021 by Emerald Publishing Limited


INDEX

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