Monthly Archives: September 2017
Sep 25, 2017
September 19, 2017
Washington, DC – RESOLVE, known for forging sustainable solutions to critical environmental, social, and health challenges appointed new governors and strategic partners at its annual meeting today. RESOLVE also announced the creation of two new governance bodies, a Board of Advisors and the Natural Resources and Energy Leadership Council.
Ramanie Kunanayagam, former Group Head of Social Performance and Human Rights for BG Group, to RESOLVE’s Board of Directors.
RESOLVE’s new Board of Advisors comprises: Britt Banks, Senior Fellow with the Getches-Wilkinson Center at the University of Colorado Law School; Jay Campbell, partner at Hart Research; Bennett Freeman, former Senior Vice President for Sustainability at Calvert Investments; Alana Knaster, the Gates Foundation, Mediator; Huguette Labelle, former Board Chair of Transparency International and previous Chancellor of the University of Ottawa; Sara Lipscomb, former General Counsel for the U.S. Small Business Administration; Thomas Lovejoy, George Mason University and Senior Fellow at the UN Foundation; Tim Martin, former Canadian Ambassador to Colombia, Argentina, and Paraguay; Lori Price, Investing in Nature, BWS Partner, Photographer; and Paul B. Thompson, W. K. Kellogg Chair in Agricultural, Food and Community Ethics at Michigan State University.
RESOLVE’s new Natural Resources and Energy Leadership Council comprises: Britt Banks, chair; Dave A. Baker, former Vice President, Environmental Affairs at Newmont Mining Corporation; Tom Butler, CEO of the International Council on Mining and Minerals; Anisa Costa, Chairman and President of The Tiffany & Co. Foundation and Chief Sustainability Officer at Tiffany & Co.; Stephen D’Esposito, President and CEO of RESOLVE; Gillian Davidson, Non-Executive Director at Lydian International, formerly of the World Economic Forum; Erin Dovichin, the Alaska Venture Fund, formerly of the Gordon & Betty Moore Foundation; Tony Hodge, former President and CEO of the International Council of Mining and Minerals; Deanna Kemp, Director of the People Centres – the Centre for Social Responsibility in Mining and the Minerals Industry Safety and Health Centre – at the Sustainable Minerals Institute at The University of Queensland; Bruce McKenney, Director for The Nature Conservancy’s Development by Design program; Herbert M’cleod, Country Director for Sierra Leone and Liberia at the International Growth Centre; Laurel Sabur, expert in risk management, treasury management, quantitative modeling, research, company analysis and corporate governance; Lisa Sachs, Director of the Columbia Center on Sustainable Investment; John Thompson, Wold Family Professor in Environmental Balance for Human Sustainability at Cornell University; and Alan Young, Director of the Materials Efficiency Research Group. Board of Advisors members Huguette Labelle, Bennett Freeman, and Tim Martin, and Board of Directors member Ramanie Kunanayagam, are also part of RESOLVE’s Natural Resource and Energy Leadership Council.
This meeting included a reception featuring Sheka Forna, RESOLVE strategic partner and Executive Director of ReGrow West Africa, who spoke about RESOLVE’s ReGrow West Africa initiative, in a Global Development Alliance with USAID and Chevron.
“This group of global, collaborative leaders has a shared commitment to a less polarized world. With these appointments, as RESOLVE turns 40, we’re bolstering our role as a home for innovative impact partnerships like those to help communities replace lead service line pipes, implement Free, Prior and Informed Consent, and restore wild salmon habitat. We’re recommitted to building a healthy, sustainable world through collaboration, unique networks, and innovation” said Stephen D’Esposito, RESOLVE’s president.
RESOLVE’s board chair, Glenn Sigurdson, one of the early innovators in environmental conflict resolution added: “We are led by an ambitious group of collaborative leaders, seeking real benefits for people, communities, and ecosystems.”
RESOLVE is known for:
- Implementing ReGrow West Africa, a Global Development Alliance with USAID and Chevron that provides capacity building for small and medium enterprises and uses an innovative platform to link entrepreneurs to impact investors.
- Facilitating the Missouri River Recovery Implementation Committee, which provides guidance to the Assistant Secretary of the Army for Civil Works regarding the Missouri River recovery and mitigation plans based on input from States, Tribes, Federal Agencies, and other stakeholders.
- Training farmers to construct chili fences to protect crop damage by elephants, safeguarding farmer livelihoods, and promoting human-elephant existence though the Tembo-Pilipili project.
- Hosting the Public Health Leadership Forum, a platform to engage public health and healthcare leaders in dialogue on current challenges facing public health and opportunities for transformation in the field.
- Co-founding and facilitating the Public-Private Alliance for Responsible Minerals Trade, a multi-sector and multi-stakeholder platform committed to bolstering progress on supply chain solutions to enable responsible sourcing from the Great Lakes Region of Central Africa.
Sep 12, 2017
September 12, 2017
We typically equate innovation with speed. It seems like transportation has been Uberized overnight, except in Vancouver where I still can’t get a taxi if it rains. But innovation isn’t always quick.
The first suitcases were produced about 120 years ago. For three-quarters of a century, the fundamental design didn’t change—we lugged our suitcases around for decades! The first patent for a rolling suitcase, the one with that cumbersome pull strap, was issued in the early ‘70s. It wasn’t until 1987 that “Rollaboards®” hit the market – the ones with the sturdy handles and the back braces. The “four-wheel spinner” was introduced in 2004 and has now reached near ubiquity.
The rate of innovation in the social sector is also variable. Social and policy innovation don’t always keep pace with business and economics (and vice versa). Today, any of our frameworks, systems, and tools strain under the weight of challenges that span jurisdictions or won’t fit neatly into pre-set categories. Policy issue silos impede solutions to complex problems, particularly for issues (e.g. public health, climate, biodiversity, and sustainable development) that require integrated and dynamic solutions. And in a polarized political and social culture that rewards conflict, we are often pushed further apart.
RESOLVE’s first innovation, forty years ago, was the idea that mediation could generate centripetal pull across divided sectors to create the incentives and cross-sector partnerships that are required to develop enduring solutions to environmental issues and disputes. Over the past four decades, we’ve continued innovating: expanding our approach to include health, development, and social issues; fostering unique and meaningful partnerships; and now initiating our own solutions-focused programs to rally diverse stakeholders together toward shared objectives. As we celebrate RESOLVE’s 40th year, we are testing yet another innovation in social impact partnerships. We are working with the social and business sectors to launch a series of projects that use profit to power and drive progress toward socially, environmentally, and economically sustainable solutions.
We see new signs of progress:
- Localities, states and provinces, along with leading emerging economies, are serving as incubators for new and novel solutions. Innovation is occurring in urban areas with diverse and vibrant populations and economies, as well as in rural communities managing complex economic, health, and cultural cross-currents.
- Civil society leaders are redefining their work in ways that respond to issue complexity and takes account of economic and cultural disruption. Larger-scale policy solutions, whether on health or biodiversity, are built from and legitimized in these communities.
- Businesses and investors are acting as positive stimulants in communities where they operate, based on a long-term analysis of needs and community and business benefits. This investment extends to their supply chains, investment and purchasing decisions, and their ability to influence policy.
- A next wave of developing countries (particularly in Africa) are positioned to emerge as economic, cultural, and political leaders. They are taking advantage of natural resource wealth and vibrant, young populations are testing new forms of resource and community governance.
- Voluntary agreements and governance are filling the vacuum left by gaps in global governance or challenged national governments and can serve as an incubator for policy and pragmatic solutions in a time of constrained government capacity.
- Commercial enterprise is a catalyst for health, social, and environmental solutions. We see a ripe moment for growth in impact investing as a counterpoint to policy inertia, with funding moving to social enterprise and impact partnerships.
- In a time where so much else is uncertain, new foundation and corporate partnerships are likely to emerge, supporting policy and enterprise innovation. The key to success will be an approach that helps incubate and de-risk these partnerships.
These are the building blocks for a more productive social sector, but it’s time for us to accelerate. Next week, during our annual meeting, we’re bringing together collaborative leaders from around the world, and from all sectors, to strengthen our resolve and develop strategies that focus on accelerating social innovation.
One such leader is Sheka Forna, director of our ReGrow West Africa partnership. Sheka is an entrepreneur who founded Splash Mobile Money, Sierra Leone’s first and leading mobile payment provider; Rogbonko Village Retreat, a community-based impact enterprise; and the Chairman of the Global Entrepreneurship Network Sierra Leone.
If you miss Sheka’s keynote at our reception on Wednesday, September 20th, you can find out more about ReGrow West Africa here.
Sep 11, 2017
Introduction: I recently had the opportunity to participate in a meeting with sustainability executives in the Canadian mining industry. The discussion was about identifying emerging social and environmental issues that companies need to factor into their sustainability strategies and policies in the coming three years. The four frontiers are human rights, standards assurance at the level of supply chains, mine closure with energy transition and the social implications of the automated mine of the future.
Human Rights: The scope of human rights scrutiny on companies is expanding. This combines with a shift from soft CSR human rights commitments to hard legal accountability and potential for litigation in multiple jurisdictions. It also appears that disclosure requirements and multi-stakeholder fora are a growing field of action for NGO stakeholders. There is increasing emphasis on social, economic and environmental rights as issues for which companies need to consider impacts well beyond the operational footprint. At the level of public opinion, this perspective can extend as far as the fairness and uses of the taxes mines pay. Failure to provide adequate local benefits might be interpreted as a human rights issue. An active area of debate is how to clearly define the extent of company obligations and where those of the state become preeminent.
Free, Prior and Informed Consent (FPIC) with respect to Indigenous rights is here to stay for the mining industry. However, there continues to be a great deal of variation across jurisdictions regarding how FPIC is implemented. Bringing a degree of clarity and certainty concerning the interpretation and implementation of FPIC remains an important challenge.
A management challenge for companies is how to manage and rationalize additional human rights compliance requirements. These will come from different angles. It will be increasingly important to adopt a strategy that includes a “curated playlist” of instruments and standards. In this mix, it will also be increasingly important for companies to demonstrate objectively their positive contribution to human rights. Many elements of an enabling environment for human rights are beyond the power of any single company to influence. Together with other human rights stakeholders, there is scope for business to advance human rights advocacy action in difficult jurisdictions and ensure consistent performance by corporate peers.
The management challenge for companies is significant. On the one hand, human rights (especially allegations of violations) have a very subjective quality. On the other hand, the complex operational processes of mining companies require objective data for decision-making. New management tools for human rights are coming into focus. Human rights impact statements are one example. Identification of vulnerable groups in the social and environmental assessment process is another. Credible fact-finding processes that have integrity and engage all key stakeholders can help create a shared basis for understanding disputed events when opinions are polarized. We see increasing examples of human rights complaints raised at annual meetings of shareholders and gaining visibility with investors. There is scope for cross sector learning on appropriate responses to concerned shareholders as the obligation for business to respect human rights is not unique to extractive companies but applies to all business.
Grievance mechanisms play an important role when they are effective and credible. There are important and outstanding questions that must be addressed regarding what constitutes effective approaches to remedy when rights have been impacted. Many of these questions revolve around the roles of companies, home countries and host countries in providing an effective approach to remedy.
While lenders are increasingly considering human rights in loan approvals, most investors are not focusing on this yet as a factor in asset selection. Partly this is because mining assets make up a small proportion of most large holdings. It also seems that investors do not fully grasp their potential exposure to risks of human rights liabilities within their assets.
Sustainable Supply Chains and the Circular Economy: Levi Strauss (clothing) and Apple have stated their intent to close a recycling circle for their manufacturing inputs. While this does not eliminate the long-term need for minerals and metals, it is a powerful signal of downstream sustainability expectations. The trend is for downstream manufacturers, some civil society groups and international organizations, like the OECD, to take a supply chain perspective to social and environmental standards assurance. Divergence in standards along the supply chain is clearly undesirable. Recently, upstream, mid-stream and downstream leaders have started working together to identify practical and workable approaches for coherent supply chain assurance. This looks like a consequential trend (see WEF/RESOLVE White Paper on Voluntary Initiatives). The implication is that market preferences will emerge for sources of minerals and metals that enjoy credible assurance starting at the production site.
Mine Closure and Energy Transition: Across sectors, mining is unique in its focus on preparing for closure as no other industry has the same obligation to pre-plan for closure. Up to now, industry practices and regulatory requirements on closure have been focused on environmental closure with uneven integration of socio-economic considerations. Additionally, some jurisdictions have established strong regulatory regimes for closure, while others have policy gaps in this area. Regardless of jurisdiction, there is an increasing need to look at the socio-economic factors in closure to minimize and address any adverse impacts.
In fact, an early closure planning process focused on socio-economic aspects of closure can contribute to maximize the long-term sustainable benefits that can be realized by the presence of a mine. An example is planning for renewable (eg. solar) energy generation at mine sites that can continue and expand at closure providing a legacy of clean power generation into the local grid and help countries meet their Paris targets.
The (Automated) Mine of the Future: Mining is already capital intense. Efforts to get greater productivity, safety and automation at mine sites imply significant reductions in local employment opportunities. So why would any community agree to a mine in their region that does not bring jobs? The industry will be challenged to develop new value propositions with local resonance to justify resource extraction. The long lifecycle of most mines argues strongly for sites to be excellent neighbors to local communities. Perhaps future community agreements will involve new kinds of social offsets and new developmental partnerships financed by site revenues.
An issue to watch is cyber-security and the heavy damage malign hackers could inflict on computerized mining systems.
Conclusion: The radar screen for the mining industry is crowded with incoming risks and leadership opportunities. Today’s four sustainability frontiers are human rights, responsible sourcing, transition to green energy and community benefits that don’t depend on local employment.
- Human rights presents complex challenges because mines effect people and communities in many different ways. This calls for comprehensive integration of human rights considerations in mine planning and operations. At the same time as companies must prevent and respond adequately to local adverse impacts, the industry needs tools to ensure consistent human rights performance across the sector.
- Consumer and manufacturer concern about the social and environmental qualities of mineral and metal inputs is intensifying. This generates demand for comprehensive standards assurance from site to final product. It is inevitable that mining will face responsible sourcing expectations similar to those already in place for conflict sensitive minerals (see Conflict Minerals, Ethical Supply Chains and Peace), forestry and other sectors.
- The challenge of GHG reduction creates a new opportunity for mine lifecycle approaches to green energy within operations and beyond into local and national energy grids. The transition to green energy will require more sources of metals and minerals. However, mines must be able to demonstrate that they are able to provide those materials while respecting human rights and the environment and providing benefits to affected communities.
- The logic of technology and productivity lead away from employment as a local benefit for mining. Companies will need new approaches to community benefits in order to secure local acceptance for the mines of the future.
- Tim Martin, Senior Advisor