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MEASURING THE SOCIAL LICENSE TO OPERATE - ACCSR

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<strong>MEASURING</strong> <strong>THE</strong> <strong>SOCIAL</strong> <strong>LICENSE</strong><br />

<strong>TO</strong> <strong>OPERATE</strong><br />

Social License to Operate Conference<br />

Brisbane, November 8 th 2010<br />

Dr Leeora D Black<br />

Managing Director<br />

Australian Centre for Corporate Social Responsibility<br />

www.accsr.com.au


ABOUT <strong>ACCSR</strong><br />

• Established 2003<br />

• Consulting and training company wholly dedicated to<br />

building competitive advantage and stakeholder<br />

wealth through corporate social responsibility<br />

• Partnership with La Trobe University Graduate School<br />

of Management since 2008<br />

• Accredited GRI trainer<br />

• Publishes annual State of CSR in Australia


WHAT THIS PRESENTATION COVERS<br />

• Defining social license to operate<br />

• Method for measuring<br />

• Case study<br />

• Pitfalls to avoid<br />

Acknowledgement:<br />

Dr Robert Boutilier, <strong>ACCSR</strong> Senior International Associate and Center for<br />

Sustainable Community Development, Simon Fraser University, Vancouver,<br />

Canada, and<br />

Dr Ian Thomson, Principal, On Common Ground Consultants Inc, Vancouver,<br />

Canada


DEFINING SLO<br />

• A perception based on the legitimacy of a mine,<br />

company or industry<br />

• Entails acceptance (the basic level) and approval (a higher<br />

level)<br />

• On occasions can<br />

transcend approval to a sense<br />

of ownership or be with-held<br />

• Will vary over the life<br />

of a project and by<br />

stakeholder group.<br />

The Ups and Downs of Social Capital at San Cristobal<br />

Boutilier & Thomson 2008


MODEL OF SLO<br />

Co-ownership - The community has very high<br />

trust in the company and sees itself as sharing<br />

responsibility for the company’s success.<br />

Stakeholders will advocate for the company<br />

when necessary.<br />

Approval - The company has established both<br />

legitimacy and credibility, and the community<br />

approves of the company.<br />

Acceptance - The community listens to the<br />

company and considers its proposals. If, by<br />

their own standards, they have no reason to<br />

doubt the company’s credibility, they may allow<br />

a project to tentatively proceed.<br />

© 2009 Boutilier & Thomson<br />

Withholding/withdrawal - The rejection<br />

level of a social licence is the worst case<br />

scenario. This can manifest in complaints,<br />

blockades and public action against individual<br />

sites, companies or the industry as a whole.


<strong>SOCIAL</strong> <strong>LICENSE</strong> <strong>TO</strong> <strong>OPERATE</strong>- DEFINITION<br />

AND MEASURE<br />

Definition<br />

The concept of the social license to operate derives from notions of sociopolitical<br />

risk in the stakeholder environment.<br />

“honest communication”,<br />

(transparent, honest<br />

and shared of<br />

information)<br />

“respect and norms”<br />

(fairness ethics and<br />

respect of stakeholders’<br />

waits and norms)<br />

“pragmatic”<br />

(advantages for the<br />

stakeholders to collaborate<br />

with the mine).<br />

Measurement<br />

Measure of Perceptions - List of statements rated by respondents from<br />

“strongly disagree” to “strongly agree”


SLO AS A MULTI-DIMENSIONAL CONSTRUCT<br />

Markers of<br />

Boundary<br />

Criteria<br />

Xcorp is a<br />

legitimate<br />

organisation<br />

Xcorp is a<br />

credible<br />

organisation<br />

Xcorp is a<br />

trustworthy<br />

organisation<br />

Pragmatic<br />

motivation to<br />

relate<br />

Recognise<br />

benefits<br />

Agree and cooperate<br />

with one<br />

another<br />

Improves our<br />

situation<br />

Respect for<br />

people and<br />

norms<br />

Respects local<br />

ways, ethical<br />

conduct<br />

Consistent,<br />

accurate &<br />

inclusive<br />

decision-making<br />

Fairness<br />

Honest,<br />

transparent<br />

communication<br />

Openness<br />

Information<br />

quality &<br />

quantity<br />

Believable


PITFALLS <strong>TO</strong> AVOID<br />

• Inadequate investment in relationship-building<br />

• Selective engagement<br />

• Failing to deliver on promises<br />

• Failing to understand internal structure of the community<br />

• Failing to listen and respect with over-reliance on legal<br />

permits<br />

• Failing to maintain close contact when there are changes<br />

of personnel in the company<br />

• Over-estimating the quality of the relationship


RELATIONSHIP STRENG<strong>THE</strong>NING ACTIVITIES<br />

• Respect and inclusiveness<br />

• Transparency and honesty<br />

• Listening and empathy<br />

• Responsiveness and promise-keeping<br />

• Good Will/Care - Protecting the interests of the other<br />

• Clear rules and principled actions<br />

• Developing and working towards shared goals


CONCLUSION<br />

• SLO is a perception<br />

– Varies in time and among groups<br />

• Hard to earn, easy to lose<br />

• Once lost, very hard to recover previous levels<br />

• Highly valuable intangible asset<br />

• Key driver of SLO is relationships<br />

• <strong>ACCSR</strong>’s best advice to you:<br />

– WORK ON STAKEHOLDER RELATIONSHIPS!<br />

Thank you and good luck!

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