How Social Performance Management Can Improve Company-Community Relations, Business Outcomes – Report

“Social performance is a support function, like any other, that drives business results. What sets social performance apart is how it straddles a wide range of organizational, social and operational domains. Therefore, there are a number of ways in which social performance enables business success,” the guide states.

In addition to diving deep into the definition of social performance and the value it brings, the document presents a maturity matrix for determining where a company is on its social performance journey and guidance on developing a Action plan. Such an action plan involves a competency framework to help build the experience, skills and knowledge needed to successfully manage social performance; integrating community engagement into site-level activities; embed social performance across the business and support leaders and decision-makers who strive to integrate social performance into their operating model.

According to the Council, for companies to be successful in addressing and engaging with their environment, the social performance function must be organized, resourced, managed, held accountable and supported in the same way as other social performance functions. established business support, such as security and human resources.

“However, because securing and maintaining the social license to operate is at the heart of business, all business functions must also contribute to a single, consistent, coordinated and integrated approach to social performance. “, says the folder.

(Graph provided by the ICMM).

Ensuring the success of social performance

To ensure the success of social performance, it is also important to achieve a holistic approach to assets which, from an organizational point of view, requires integrated management systems that feed information into business decision-making. .

“Companies should have social risk management procedures and standards that integrate into broader enterprise-wide systems and processes,” the report says. “Management systems that integrate social performance serve a number of purposes, including incorporating minimum performance standards for how an organization interacts and engages with stakeholders, capturing knowledge about social environment in which an organization operates, identifying and managing social risks and driving continuous improvement.”

The ICMM emphasizes that social performance practitioners need critical experience, skills, knowledge and behaviors to fulfill their role within the organization. This means that decision-makers at all levels of the organization need to understand the social performance implications of their decisions, while organizational functions that interact with stakeholders or have social performance responsibilities, including contractors , must also have the understanding and skills to deliver on the social performance objectives of the business or asset.

“The attitude, approach and awareness of social performance of people in non-social performance roles, and in particular the managing director of assets, can be decisive,” the guide says. “A growing number of extractive industry practitioners have mid- to long-term career experience in social performance, and this trend is expected to continue to grow. Social performance practitioners come from a variety of backgrounds, including geography, anthropology, sociology, economics, and development. As the field becomes more professional, more resources for training and professional development in social performance are being made available.

A final recommendation for achieving excellence in social performance is to use metrics to improve communication, tracking and reporting as most companies today only have some form of leading and lagging indicators, or asset and enterprise level dashboards, or perhaps key performance indicators. that connect personal goals to function and business goals.

“To add weight and clarity to the way social performance is discussed, especially with lay people and line management, social performance needs ‘benchmark’ measures, specifically a set of more coherent and holistic measures that adequately measure the results and impact that companies seek to achieve,” the report notes.