It has often been said that the mining industry is significantly different from other industries, in terms of its business operations as well as social and environmental impacts.
Until recently, supporting biodiversity was a call from conservationists; for companies it was regarded as cheque book philanthropy.
Much to the embarrassment of the man who coined the term, “social licence to operate” (SLO) has become a buzzword in certain circles. At a workshop on the social licence last year, Jim Cooney apologised for inflicting the term on the world.
The importance of stakeholder engagement to Lafarge was established in 2003, when reference was made to it in its core values, the Principles of Action.
Sustainability is no longer a buzzword used by advertisers and corporate CSR departments; it’s a global agenda binding governments, corporations, civil society and citizens together to secure the sustainable future of our planet.
The social licence is not simply the overall organisational legitimacy, but features a local character in that it builds on locally rooted values and norms.
Much to the embarrassment of the man who coined the term, “social licence to operate” (SLO) has become a buzzword in certain circles.
If the social licence to operate is an unwritten contract, where does that leave communicators?
The social licence to operate has been a central concept in the mining industry lexicon for the past two decades.
In both of the above cases the competence, responsiveness, reliability, credibility and courage of the communicator helped establish trust and influence stakeholders on the most appropriate interventions.