Miami, USA – The International Council on Mining and Metals (ICMM) has published a set of practical tools to strengthen approaches to managing social performance within mining companies, to support more harmonious company-community relationships and enable positive socio-economic outcomes.
Social performance is the outcome of a company’s engagement, activities and commitments that directly and indirectly impact stakeholders, particularly the local communities that live close to mining operations. Good social performance requires companies to have robust management approaches and systems in place that avoid harm to people and planet, whilst contributing to social and economic development.
ICMM’s new tools have been designed to support companies to strengthen these capabilities, in order to build and maintain positive relationships with local communities and broader society.
Rohitesh Dhawan, CEO at ICMM, said:
"Mining related activity affects local communities and often takes place on Indigenous land. The industry has a critical role to play in creating lasting positive impact for those affected and can only achieve this through consistent approaches to social performance.
“This isn’t something that our industry has always got right, and we have seen the devastating impact it can have when it goes wrong. Just as financial and environmental risks are integrated across business decision making, these tools support companies to better integrate social risks and impacts to manage their social performance more effectively. ICMM’s social performance tools are available to the entire industry. They will support business leaders and social performance practitioners assess the maturity of social performance in their business, build competency, integrate social performance across the business and contribute to the organisational culture required to consistently avoid harm and deliver business and societal value.”
Tom Palmer, CEO of Newmont and Chair of ICMM’s CEO Social Performance Advisory Group, said:
“Improving social performance will require leadership, commitment, tools and a willingness to be held to account for our impacts. I am reminded every day about the impacts our activities can have on people’s lives-our commitment to eliminating fatalities from our workplace is an example of where leadership, commitment and vigilance must exist for us to ensure our people go home safe every day.
“Improving social performance requires us to stand in the shoes of the community or those directly impacted by our activities-how do we like what we see when we look back at ourselves?”
The tools have been developed to support leaders, non-experts, and social practitioners as they work to better integrate social performance throughout their businesses. The individual tools include:
Accessible introduction to social performance, the value it delivers and how to achieve good performance
A maturity matrix to establish where a company is on their social performance journey and guidance on developing an action plan
A competency framework to help build the experience, skills and knowledge needed to manage social performance successfully
Guidance on how to integrate community engagement across site-level activities
Guidance on how to integrate social performance across the business as a whole
Support for leaders and decision-makers working to embed social performance into their operating model
The tools also complement ICMM’s existing work on social performance which includes:
‘Partnering for our Common Future: Optimising mining’s partnering capability to contribute to community resilience and thriving societies’. Available here.
‘Handling and Resolving Local Level Concerns and Grievances’ (Please note this is available in Spanish and Russian). Available here.
‘Community Development Toolkit’. Available here.
These tools build on ICMM’s existing bank of guidance and resources on social performance. This includes ICMM’s Partnering for our Common Future tool, which helps companies to partner effectively to better contribute to community resilience, ICMM’s Grievance Mechanism Guidance which sets out ways companies can handle and resolve local community grievances in line with the UN Guiding Principles on Business and Human Rights, and ICMM’s Community Development Toolkit that provides practical guidance on how companies can support community development across the life of a mine.
Rohitesh Dhawan will be moderating a panel at BMO’s Global Metals & Mining Conference, where ICMM Council Members Tom Palmer, CEO of Newmont and Eduardo Bartolomeo, CEO of Vale will discuss why social performance is mission critical for the industry on 1 March 2022 at 12:45 EST (17:45 GMT). The session will be in-person at the conference.
Notes to Editor
You can view the full suite of Social Performance Tools here.
The International Council on Mining and Metals (ICMM) is an international organisation dedicated to a safe, fair and sustainable mining and metals industry. Bringing together 27 mining and metals companies and 36 regional and commodities associations, it strengthens environmental and social performance and serves as a catalyst for change, enhancing mining’s contribution to society. Every ICMM company member adheres to its Mining Principles which incorporates comprehensive environmental, social and governance requirements, robust site-level validation of Performance Expectations and credible assurance of corporate sustainability reports.
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