Social development will not deliver social licence to operate for the extractive sector

Harvey, Bruce

doi:10.1016/j.exis.2013.11.001

Cited by 67 publications

(50 citation statements)

References 11 publications

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“…For instance, in many societies at the economic frontier, reciprocating gift exchange remains of central importance in the maintenance of the social fabric. The solicited or unsolicited provision of large 'gifts' that cannot be reciprocated can lead not only to dependency, but also to resentment, not to accommodation (Harvey 2014). For example, the long-running opposition to uranium mining by the Mirrar Aboriginal land owners in the Northern Territory of Australia continues, despite receiving over many years Australia's most generous community payments from the Ranger uranium mine.…”

Section: Sdps: the 'Offset' Approachmentioning

confidence: 99%

“…In particular, recent movements towards extractive company-led social and environmental initiatives, based on an outreach model and involving activities which sit uncomfortably with the remit, capacity and resources of extractive firms, are of concern (Harvey 2014). Although local employment, procurement and shared infrastructure programmes are sustainable for at least the life of an extractive operation -and beyond when linked into the broader economy -the long-term development value of stand-alone social and environmental programmes remains dubious.…”

Section: Sdps: the 'Offset' Approachmentioning

confidence: 99%

“…Indeed, this fits well with extractive sector management skills and professional specialties, with business priorities, and with the needs and aspirations of host communities. When an extractive company helps to build a multiplier economic cluster around itself, it amplifies visceral connections between its own and host community success (Harvey 2014).…”

Section: Building Trust Via the Collaborative Slo Approachmentioning

confidence: 99%

“…Yet most operational managers in the extractive sector work within a complex business environment that puts a central business case ahead of altruistic arguments. Moreover, development initiatives exogenous to the business and regulatory penalty payments both encourage 'offset thinking', rather than a preference for avoiding negative impacts in the first place through design and operational adjustments (Harvey 2014).…”

Section: Sdps: the 'Offset' Approachmentioning

confidence: 99%

“…Such 'quarantining' tends to become inadvertently reinforced over time. Under these circumstances, public trust is unlikely to develop and broad-based community consent is fragile (Harvey 2014). …”

Section: Sia: the Regulatory Approachmentioning

confidence: 99%

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Social impact assessment, social development programmes and social licence to operate: tensions and contradictions in intent and practice in the extractive sector

Harvey

Bice

2014

Impact Assessment and Project Appraisal

Self Cite

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In the past decade, the extractive sector has embraced social responsibility. Despite this, broad-based support for many extractive projects and operations remains elusive. Community opposition to resource projects appears to be increasing, even where compliance-based social impact assessments (SIAs) and generous benefits are in place. In seeking to understand this, the authors explore unintended contradictions in the implementation of regulatory SIA and the social development programmes (SDPs) being pursued by many extractive companies. Communities continue to mistrust extractive companies in the face of escalating regulation and offsetting development agendas. The authors contend that trust can only be attained by mobilising a company's core competencies, achieving credibility through total transparency, and maintaining appropriate roles and responsibilities of companies, governments and communities. The article presents an alternative approach, centred on the trust-building necessary to a social licence to operate. Such an approach involves 'collaborative moderation', aligns with the 'creating shared value' concept advocated by Porter and Kramer, utilises best practice SIA and uses SDP only where appropriate.

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Section: Sdps: the 'Offset' Approachmentioning

confidence: 99%

Section: Sdps: the 'Offset' Approachmentioning

confidence: 99%

Section: Building Trust Via the Collaborative Slo Approachmentioning

confidence: 99%

Section: Sdps: the 'Offset' Approachmentioning

confidence: 99%

Section: Sia: the Regulatory Approachmentioning

confidence: 99%

See 3 more Smart Citations

Social impact assessment, social development programmes and social licence to operate: tensions and contradictions in intent and practice in the extractive sector

Harvey

Bice

2014

Impact Assessment and Project Appraisal

Self Cite

View full text Add to dashboard Cite

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Doing Stakeholder Engagement Their own Way: Experience from the Malawian Mining Industry

Mzembe

2014

Corp Soc Responsibility Env

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In recent years, stakeholder engagement has increasingly become a catchphrase in response to calls for corporate accountability to their stakeholders in the developing countries. However, the processes and practices companies pursue to engage stakeholders tend to conspicuously be variable depending on whether one draws on the instrumental and descriptive perspectives of the stakeholder theory. The purpose of this paper is therefore to test these perspectives, which we do through considering the case of a subsidiary of a multinational firm fictitiously known as Ashford (Africa) Limited, which operates in Malawi, as a member of the global mining industry. Using qualitative data obtained from interviews with Ashford (Malawi)'s managers and stakeholders, this study highlights the significance of paying more attention to firm specific factors, community dynamics and the civil society (NGO) related factors, as they are fundamental to the effectiveness of stakeholder engagement agenda pursued by mining companies in the developing countries.

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Reversing the lens: Why corporate social responsibility is not community development

McLennan

Banks

2018

Corp Soc Responsibility Env

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Corporate activities have impacts on different groups across societies, and businesses therefore have different sets of responsibilities to these groups. These are increasingly being addressed through corporate social responsibility (CSR) and corporate community development (CCD) initiatives, and there is now a wide body of literature that highlights the value of CSR for business. However, less attention has been paid to understanding the impacts of these activities from the perspective of communities.This paper "reverses the lens" to explore these community perspectives. We argue that communities see and evaluate CSR/CCD in terms of the broader immanent effects of the corporate presence rather than simply the intentional CSR programs and prioritize relationships over material outcomes. We outline an agenda for corporations that begins with the realization that core business practices can impact profoundly on long-term community development and that effective contributions require corporations to "embrace chaos" and to develop the types of relationships that foreground community goals and priorities.

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Social development will not deliver social licence to operate for the extractive sector

Cited by 67 publications

References 11 publications

Social impact assessment, social development programmes and social licence to operate: tensions and contradictions in intent and practice in the extractive sector

Social impact assessment, social development programmes and social licence to operate: tensions and contradictions in intent and practice in the extractive sector

Doing Stakeholder Engagement Their own Way: Experience from the Malawian Mining Industry

Reversing the lens: Why corporate social responsibility is not community development

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