Our style is:
- To keep things simple and practical; the more straightforward the approach, the greater the chance it gets used.
- To see social performance, like other types of business performance, as a shared responsibility among all functions and not just the responsibility of one designated department.
- To treat social performance as an integral part of business processes, not as an add-on activity.
- To focus on being comprehensive: even if we address only one element, we approach that element in the context of the larger management system.
Applying our model means:
- Community relations are seen as an inside the fence activity that is linked to the core activities of the company.
- Responsibility for obtaining and maintaining social acceptance is the responsibility of every employee and contractor, rather than being delegated to a separate team that has no control over the impacts or key benefits.
- Meaningful engagement of communities in decisions affecting their lives takes precedence over transactional check writing.
- Social performance related activities are based on assessment of social risk to the company, are strategic, are pro-active rather than reactive and have a clear link to the business case.
As a result we expect to see:
- Increased and sustained social acceptance
- A more predictable relationship
- Learning from mistakes
- An efficient use of company resources (skills, leverage) to pursue community interests
- A shared definition of ‘success’
- A relationship focused on common goals and objectives