Integrated Social Performance is our model for companies to manage their impacts and ensure communities benefit from how the company operates on both a daily and long-term basis.
We work with companies and their staff to make sure they have the tools and capacity to systematically understand stakeholders’ perspectives, to manage expectations, and to adapt to the social context in ways that make sense for the business.
The ISP model rests upon the following key findings:
- Company-community relationships are highly predictable and logical, just as much as other business processes.
- Companies have a much higher degree of control over the quality of their stakeholder relationships than they generally assume.
- Most company-community issues are self-inflicted as a result of company policies or behavior.
- Social acceptance cannot be bought with community projects; it needs to be earned over time.
- Establishing constructive company-community relations does not need to be complicated or costly; how the company operates and behaves on a daily basis determines community perceptions.
- Manifestations of company support or community anger are context-specific, yet underlying patterns for getting it ‘right’ or ‘wrong’ are consistent across projects, countries, and cultures.
Integrated Social Performance means:
- Every employee and every contractor has a shared responsibility to get it right;
- Potential social impacts, risks, and opportunities are considered in every company decision; and
- Company decision-making is based on an appropriate level of community engagement, depending on the level of potential risk or the size of the possible opportunity.
Achieving good social performance means that the company needs to apply the same focus and rigor to the social aspects of the business as it does to every other part of the business.