November 1, 2007
Communities dealing with the impact from mining activities (whether at the claim-staking, exploration, development, operating, closure, or restoration/rehabilitation stage) find themselves confronted by a legal entity they may not understand, making demands that are contrary to the desires of the community, and giving reasons for its behaviour that they do not know how to counteract. This Resource is an attempt to understand the nature of this legal entity – what drives it and maintains it, where its strengths and vulnerabilities lie – and to provide some tools to persuade the entity to act in a manner that sees the best interests of the community as part of its self-interest.
This sourcebook presents a conceptual framework for social analysis and describes how task teams can incorporate its principles into project design, implementation, and monitoring and evaluation. It is not a policy statement and does not prescribe any mandatory requirements. Instead, it provides guidance on good practice to improve the quality and impact of social analysis by harnessing it to examine the social opportunities, constraints and likely impacts of Bank-supported operations, based on the lessons learned during the past five years.
The Corporate Engagement Project (CEP) works to ensure that the presence of companies has a positive, rather than negative, impact on the communities with whom they work. Since 2000, over 60 international companies, mostly from the extractive industries - operating in Africa, Asia, Latin America, Australia, and North America - have participated in the Project. Insights from Corporate Engagement Project were published in May 2009 in Getting it Right: Making Corporate-Community Relations Work by Luc Zandvliet and Mary B. Anderson. CEP is part of CDA Collaborative Learning Projects, a non-profit organization in Cambridge, Massachusetts.
Time is running out to meet the EFA goals set in 2000. Despite continued overall global progress at the primary level, including for girls, too many children are not in school, drop out early or do not reach minimal learning standards. By neglecting the connections among early childhood, primary and secondary education, and adult literacy, countries are missing opportunities to improve basic education across the board – and, in the process, the prospects of children, youth and adults everywhere.
As the subject of human rights has risen rapidly on the oil and gas industry agenda IPIECA members have developed this Toolkit to raise awareness. The Toolkit is targeted at country managers, asset managers, business managers, and other personnel that would benefit from learning about human rights issues and the way in which human rights issues have potential implications for oil and gas operations. The Toolkit provides managers with a template that can be used and adapted to conform to a company’s policy or position on human rights and applicable domestic laws and regulations.
Value-driven organisations are using new ways to understand, measure and foster awareness of their impacts. The benefits can then be seen in terms of the ‘return’ for individuals, communities, society or the environment. This is a powerful way of viewing impact. It enables those who invest in, and have a stake in, social change to thoughtfully weigh the resources they use. This guide sets the standard for a complete and rigorous SR OI process and report.
1 June 2001
This special issue is dedicated to work informing the new regional agenda for sustainable development.
The Local Supplier Development Company Self-Assessment Tool is designed to help companies or institutions with large procurement needs to create a supporting structure that will effectively allow them to use their procurement dollars to maximize the business value that the procurement function can bring.
microLINKS is a knowledge-sharing family of applications and tools designed to improve the impact of USAID microenterprise programs and activities. microLINKS gives you access to the latest information on microenterprise; best practices; proven approaches from USAID Missions, partners, and practitioners; a library of documents, reports, and tools; and an environment that supports and enriches communities of practice.
This paper summarizes these expectations and, in the context of greater public and media scrutiny of the impact of business on society, describes evolving good practice on how the corporate response can be managed effectively and efficiently.