How do we tune in to a society in the midst of an unrelenting wave of movements? How do we address a turbulent social context? How do we connect with communities that demand to be heard and included, and demand equity?
Social performance goes far beyond companies' social standards, policies, methods and practices. While these are fundamental to charting the field of action and the rules of the game, they are not the whole of social performance and are not sufficient to build relationships based on truth, transparency, stakeholder legitimacy and listening.
Social performance is also about the ideas, narratives, interpretations, judgements and even myths that both companies and communities have about themselves and each other. And it also has to do with the level of connection and rapport that can be built between the parties, in order to reach meaningful and productive conversations.
The last few years have shown us that anything can happen (even pandemics); that the social movement has re-emerged with new demands and that it will not stop until there are strong and feasible answers.
The environmental crisis is showing us that we must make fundamental changes, and that industry will continue to be our ally in making the energy transition to cleaner energy, and that it is a source of opportunity and economic growth that can contribute to meeting society's greatest needs. So how do we connect? Clearly there is no single path, much less a special formula (or even a secret one), but at InSight we want to offer some insights from our experience in various contexts and businesses:
Perspective: It implies having a deep and detailed understanding of the complexities of the environment: the composition of the communities, their social organisation, the way they make decisions, the main needs, their perception of the industry, the operation or project, the impacts and management measures. Nothing new so far, as socio-economic baselines are an established practice in the industry. However, we propose an additional reflection: What is the narrative within the business about the community? What ideas do I have of them, of You, or of It? What are the interpretations and the language in which You are referred to? Where do they stand in relation to I (superior, equal, inferior)? What is the perception and place of the social performance team (or its equivalents) in the business? The value of further reflection allows us to be clearer about the place we give to the other or You, and where we put ourselves in the conversation. It is worthwhile, isn't it?
Integration: It is essential to integrate the social perspective into business processes and decision-making, through mechanisms such as the inclusion of community criteria and content in the mapping of projects and operations; the assessment of social and socio-environmental impacts in internal studies (not only for licensing); the inclusion of social performance management or departments in planning and decision-making processes, with equal weight to the technical; the consideration of human rights as part of the management measures; the leadership of senior management in social aspects, as well as in the support and backing of social management; the articulation between different departments for planning (for example, security with communities; engineering with environment and communities; operations with social performance; even finance and legal with social performance). Again, we propose some additional reflections: What is the level of management leadership for social performance issues; at what point are social processes included and started: during planning to support the operation, at the end of the chain when everything has to be done already? How is the social perspective integrated? Are social studies integrated, or are they perceived only as tools for licensing? What is the working climate like, how are the relationships and articulation within the social department or area? Is there sufficient clarity about their role, is there recognition of their work, and is there capacity to address and contain the chaos and complexities of the environment?
Role and purpose: There are multiple positions regarding the role and purpose of organisations, ranging from those who consider it impossible for a company to have a purpose, as this only concerns human beings, to those who humanise companies. In this case, we propose a middle ground that invites us to think about the place of the company in the region, in the territory, and in development. The role can be associated with the objective of the business, which is usually to generate economic returns, although it goes beyond this, as the company's position and management capacities place it in a position where it can leverage development processes. So, here the reflection focuses on: is the company (its team and management) aware of its role and its complementary purpose to being profitable? Is the company coherent between its role and purpose, and its actions in the field? Is the company willing to re-evaluate its role in comparison with that of the state?
Transcend: This is an invitation to include the positives and benefits of philanthropy and standards, such as goodwill, genuine good intention, concern for the other; the need to recognise the rights of the other and to establish clear rules of the game through standards; and to transcend towards generating spaces for connection and attunement with the You, to build a We in which there is a common space, with a shared language, visions, perspectives and concerns. Creating this space of the We implies a strengthened I, which has judiciously carried out the proposed reflections, which has a harmonious social performance team, with the capacity to recognise, contain and intervene in the complexities and chaos outside; which has a knowledge of the communities that includes being aware of the underlying narratives; which has clear procedures and the capacity to be aware of the underlying narratives; which has clear procedures and the capacity to be aware of the underlying narratives; which has clear procedures and the capacity to be aware of the underlying narratives; that has clear procedures and the capacity to question, transform or even discard them to take advantage of what emerges from the moment, from conflict, from difference; that is able to find similarity and similarity with communities, amidst all possible differences.
This is also an invitation to transcend the idea of a company or operation as an enclave, to start seeing it as a catalyst for sustainable regional development through facilitation platforms and coordination of different sectors for the benefit of all.
Understanding: In a space of we and connection, understanding is enabled between the parties, such as I, you/you and we, to build agreements that are realistic, feasible and contribute to the larger idea of development that communities have in their region.
InSight offers tools and techniques to facilitate the right reflections and solutions for each company through individual and group coaching; training and implementation of international standards; strengthening of social performance teams; their articulation with other departments in a systemic and fluid way; as well as generating spaces to transcend and build the "we". In addition, it has the tools to bring a complete, deep and integral social perspective through field work and direct relationship with the community. InSight accompanies them in the process, with tangible results and integrity.