This website provides practical knowledge and tools focusing on social, environmental and economic development issues for companies, civil society, local and regional governments.
In this pilot phase, WRG has worked with three partner governments – Jordan, the state of Karnataka and South Africa – to identify three priority levers of action in each government’s water use transformation space, with each lever corresponding to ones in WRG’s Charting Our Water Future report.
This document has evolved out of a growing sense that more mutually beneficial engagement between mining ompanies and ASM operators is needed. For this to happen, “good practices” need further definition and further sharing across companies. In this spirit, the ASM-LSM guidance note brings together for the first time a number of approaches and tools for companies to engage with ASM.
The genesis of this article occurred at the FSG-hosted Shared Value Summit in Cambridge, Massachusetts in June 2011 where sixty company representatives and co-authors of the Harvard Business Review article “Creating Shared Value,” Michael E. Porter and Mark Kramer, identified measurement as a key driver of shared value adoption. Nestlé, Intel, InterContinental Hotels Group, and the Rockefeller Foundation committed to work with and support FSG in developing this article on measuring shared value. Insights were drawn from a systematic literature review, in-depth interviews with featured companies, and FSG’s work on shared value with dozens of corporations
Through in‐depth, confidential interviews with over 40 key individuals (primarily from extractive companies but also including industry bodies, corporate law firms, insurers and research institutes) on the costs of company‐community conflict, the paper draws insights from how companies are responding to mitigate or avoid the occurrence, extent and costs of such conflict. From these interviews, and detailed case analysis, the paper identifies potential costs that can arise for extractive companies at different stages of a project’s life cycle (for example, costs to financing, construction, operations, reputation, etc.). A typology of costs is developed, tested and applied to 25 cases of company‐community conflict in the extractive industry. The paper concludes by drawing on this evidence base to reflect on the business case for improved risk management aimed at preventing and mitigating company‐community conflict.
The United Nations-backed Principles for Responsible Investment Initiative (PRI) is a network of international investors working together to put the six Principles for Responsible Investment into practice. The Principles were devised by the investment community. They reflect the view that environmental, social and corporate governance (ESG) issues can affect the performance of investment portfolios and therefore must be given appropriate consideration by investors if they are to fulfil their fiduciary (or equivalent) duty. The Principles provide a voluntary framework by which all investors can incorporate ESG issues into their decision-making and ownership practices and so better align their objectives with those of society at large.
Consistent with its mandate to pursue a world free from hunger and malnutrition, the following “FAO Policy on Indigenous and Tribal Peoples” has been formulated so as to ensure that FAO will make all due efforts to respect, include and promote indigenous issues in relevant work. In so doing, it joins the international community’s increasing mobilization in favour of the rights and concerns of indigenous peoples, most of whom suffer disproportionately from multiple adversities such as discrimination, poverty, ill health, political under-representation, and environmental and cultural degradation. Although much attention is focused on the challenges that indigenous peoples face, it is equally important to remember the specialized knowledge and ingenuity which often characterize indigenous livelihood practices. As an organization which specializes in rural poverty reduction and food security, it is imperative for FAO to consider indigenous peoples as fundamental stakeholders and partners in development.
This report aims to build knowledge about how corporate cultures in mining companies influence how well those companies manage conflict with local communities. It is the product of a joint research project undertaken by the Corporate Social Responsibility Initiative at Harvard Kennedy School and the Centre for Social Responsibility in Mining at the Sustainable Minerals Institute of The University of Queensland in Australia.
The IFC Oil, Gas and Mining Linkages Program: The IFC Enhancing the Fabrication Capabilities in the Nigerian Oil & Gas Industry Program
Nigeria spends more than 85 percent of its oil and gas expenditure outside its borders, meaning domestic companies are missing out on major contracts. To help support the growth of engineering firms in Nigeria, the Nigerian and Norwegian governments are helping increase their participation in the country’s growing oil and gas industry.
IFC and BP are ensuring local small business participation in the supply chain of the ACG oil field and the BTC pipeline, BP’s massive projects in Azerbaijan, a country that has struggled economically since the breakup of the Soviet Union.
Cairn Energy, an oil and gas company focused on exploration and production in South Asia, asked IFC in 2006 to provide comprehensive support for development of its oil discoveries in Rajasthan, India. Cairn sought commercially-oriented financing combined with environmental advice and help in outreach to local communities. The ambitious project included exploration, appraisal, and phased development drilling, water injection, construction of oil processing, and transportation facilities.