Social Performance Leadership Program

“Sharing & Discussion”

Sustainable Development Workshop
Sofifi 15 / August 2019.
Learning objectives

• The overall focus of the Newcrest Social Performance Leadership Program will be on
developing Social Performance skills, across Newcrest Mining Ltd (NML) sites.

The broad objectives are as follows:

- to develop an understanding of social performance as an applied concept and practice
area within the global mining industry
- to increase your familiarity with NML’s Social Performance (SP) Standard Elements and
the SP Competency Framework, and your ability to apply these principles and tools in
your site work
- to increase your own appreciation of the knowledge, systems and processes required that
underpin good social performance, and organisational roles that are required
- to share internal knowledge and experience and develop a community of practice
amongst SP practitioners and other sector professionals across NML sites
 Centre for Social Social
SocialPerformance
Performance
Monday Responsibility in Mining Leadership
LeadershipTraining
Program

Tuesday

Thursday
Wednesday

Friday
•Welcome back •Agreement •Stakeholder •In-migration • Tutor group
making engagement prep. and
•Tutor group exercise presentations

•Using social • Program

data for review and
decision-making •Dialogue for close-out
•Resettlement development •Understanding
social closure
•Human
dimensions
carousel
•Getting social
closure right
•Diversity and
inclusion
What is a Social License to Operate?
• Our “Legal license to operate” is provided by Government – however
our relationships with our local communities actually determines
whether we can really operate on the ground.
• The function within the company charged with developing and
maintaining our “Social License to Operate” is called Social
Performance.
• Our approach to engagement, our ethics and behaviours determines
the quality of our relationships.

G Hancock
Newcrest SP Planning Standard
1. Identify institutions, communities and local groups directly
affected by the business;
2. Be informed by a fit-for-purpose socioeconomic knowledge
base that includes regulatory and other requirements;
3. Reflect consultation with and concerns expressed by
neighbouring communities;
4. Describe how identified risks to potentially affected
communities will be mitigated;
5. Describe the Asset’s proposed community contributions in
the plan period and how these support long-term
community and business imperatives consistent with the
appropriate levels of transparency and within existing
governance frameworks;
6. Include details of budget, personnel and departmental
accountabilities, schedules, measurable targets and
indicators, and describe progress in the previous planning
period;
7. Signed off by the Asset General Manager and all Asset
Leadership Team managers with specified accountabilities in
the plan.
ICMM Principles
1. Apply ethical business practices and sound systems of
corporate governance and transparency to support
sustainable development
2. Integrate sustainable development in corporate strategy
and decision-making processes.
3. Respect human rights and the interests, cultures,
customs and values of employees and communities
affected by our activities.
4. Implement effective risk-management strategies and
systems based on sound science and which account for
stakeholder perceptions of risks.
5. Pursue continual improvement in health and safety
performance with the ultimate goal of zero harm.
6. Pursue continual improvement in environmental
performance issues, such as water stewardship, energy
use and climate change.
7. Contribute to the conservation of biodiversity and
integrated approaches to land use planning.
 Centre for Social Social
SocialPerformance
Performance
Responsibility in Mining Leadership
LeadershipTraining
Program
• Issues based, defend and
• Transmit orientation
counter
• Controlled and determined by
• Protect and promote company
the organisation
reputation
• Often Compliance orientated Model 1: Model 2:
Information Issues
Dissemination Management

Model 4: Model 3:
Collaborative Dialogue and
Processes Interaction
• Participatory • People-centred

• Community determined • Relationship focused

• Capacity building • Mutual understanding

 • In every society & organization there are people who want to ‘free
ride’
• Power imbalances & ‘policing’ take free-riding to greater levels
• Cheating and corruption by any party (business & local) leads to
instability
What we have • Self regulating power balancing works better
• Devolved responsibility (different groups look after different
learnt…… things)
• Balanced representation (women, men, elderly, young people,
religious leaders)
• Separation of powers (separate governance & executive
functions)
• Clear rules up front and a means to check that they are
followed (custodial)
Bruce Harvey • Comprehensive agreements focus on real economic & social
(Topic : Local Level Agreement) ‘participation’
• ‘Participation’ leads to better outcomes than ‘free money’
• Governance structure, rules & review are more important than
content
• Don’t make agreements under pressure
Dialogue’s 4 Principles for Community Engagement,
Pam Bourke

1 2 3 4
See through eyes of Building relationships Respond to key With permission,
the other through 3 bonding words in the dialogue vary words and
movements. that identify positive language structures
action in order to widen
First: be present positive action
Second: respond possibilities.

Third: respond to the

response

The Centre for Social Response 9

Discussion