SlideShare a Scribd company logo

Golden Opportunity. Stanford Business School Case Study on Award Winning Mining CSR Project

Stanford University Graduate School of Business Case Study on an innovative mining and corporate social responsibility project led by Stanford Alum, Wayne Dunn. Golden Opportunity: When a Canadian multinational laid off hundreds of gold miners in South Africa, it went many extra miles to help them get back on their feet. The project was the first private sector initiative to ever win the World Bank Development Innovation Award. www.waynedunn.com

1 of 7
Download to read offline
Case Study 
Golden Opportunity 
When a Canadian multinational laid off hundreds of 
gold miners in South Africa, it went many extra 
miles to help them get back on their feet 
By Wayne Dunn 
Stanford Social Innovation Review 
Winter 2004 
Copyright  2004 by Leland Stanford Jr. University 
All Rights Reserved 
DO NOT COPY 
Stanford Social Innovation Review 
518 Memorial Way, Stanford, CA 94305-5015 
Ph: 650-725-5399. Fax: 650-723-0516 
Email: info@ssireview.com, www.ssireview.com
PHOTOGRAPH BY MASTERFILE 
Golden 
o p p o r t u n i t y 
When a Canadian multinational laid off hundreds 
of gold miners in South Africa, it went many extra miles 
to help them get back on their feet 
What happens when a multinational company suddenly changes 
the social responsibility “rules” for a long-established industry? 
How can a company make massive workforce layoffs compatible 
with an aggressive social responsibility agenda? 
What are the challenges when a firm goes far beyond its core competencies 
in order to deliver on its social responsibility commitments? 
In late 2000, I set off in a pickup truck 
to help find an unemployed gold miner 
living in the rugged highlands of 
Lesotho, a small independent nation 
surrounded by South Africa. I had been 
hired to assist a corporate social respon-sibility 
initiative designed to help 2,500 
miners laid off from South Africa’s South 
Deep gold mine, one of the world’s 
largest. Under the ambitious project, 
miners were to be retrained for new 
jobs or taught how to start their own 
small businesses. The problem was that 
they had already gone home to isolated 
villages and towns scattered across a 
2,500-mile-long swath of rural south-ern 
Africa. Now we had to find them, 
and that was proving quite a challenge. 
With me in the truck was Thato 
Lethebele, himself a laid-off gold miner 
hired to help locate his colleagues. Since 
miners often lived in places so remote 
that they appear on no map, Lethebele 
carried a global positioning device so 
he could record the location of miners’ 
homes for the outreach workers who 
would make follow-up visits. 
After driving for hours along the 
Roof of Africa Highway, with sheer 
cliffs on one side and sheer drops on 
the other, we ran out of paved road and 
began following trails, some of which 
looked like they hadn’t seen a motor 
vehicle in a long time. 
We began stopping everyone we 
came across – men on horseback, boys 
herding cattle, women walking along the 
trail – and asking if they knew where the 
miner lived. After two long hours of 
bouncing and banging along remote 
mountain trails, we came to the miner’s 
village. The trail turned into a near-ver-tical 
path for the last quarter mile, so we 
had to get out and walk. 
We finally arrived at the village com-posed 
of about 10 huts, but the miner, 
it turned out, wasn’t home. 
But his wife was, and we explained 
to her that we represented Placer Dome 
and that we were there to inform them 
about a job retraining project for Placer 
CASE STUDY 
by WAYNE DUNN 
www.ssireview.com ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ STANFORD SOCIAL INNOVATION REVIEW 59
CASE STUDY 
Dome’s former employees. 
Going Beyond Industry Practice 
Placer Dome, a Canada-based global 
mining firm, has more than 13,000 
employees in seven countries. Its 17 
mines produce more than 3.5 million 
ounces of gold and 400 million pounds 
of copper annually. In 1999, the company 
purchased 50 percent of the South Deep 
Mine from Western Areas Limited, an 
old South African mining firm, becom-ing 
the first post-apartheid foreign 
investor in South Africa’s huge gold min-ing 
industry. 
The mine required massive restruc-turing 
in order to make it profitable 
and to bring it in line with Placer 
Dome’s safety standards. Nearly a third 
of the mine’s workforce was let go. 
Layoffs were a depressingly familiar 
feature of the South African mining 
industry in the 1990s, when more than 
100,000 workers lost their jobs. Employ-ment 
cuts were so common that the 
National Union of Mineworkers cre-ated 
the nonprofit Mineworkers Devel-opment 
Agency (MDA) to aid out-of-work 
{ “When the mine laid off 2,500 workers, we 
expected it would be similar to other 
} 
retrenchments, but the Care Project has changed 
the South African mining industry.” miners and their families. 
Industry practice in South Africa at 
the time was to give laid-off employees 
two weeks of severance pay per year of 
service, plus access to various job train-ing 
opportunities at the mine site. But 
Placer Dome felt this didn’t measure up 
to its corporate sustainability policy, 
which commits the company to add 
“economic, social, and environmental 
value to the communities where we 
operate.” Few employees take advan-tage 
of training at the mine site, as it 
requires that they stay there, rather than 
return to their villages. Furthermore, 
training at the mine site would do little 
to prepare workers for the economic 
reality of their remote, impoverished 
villages. 
Placer Dome thus embarked on an 
expensive program to train them for 
new jobs or help them start their own 
small businesses. Given that the ex-min-ers 
lived in communities scattered across 
five countries – South Africa, Lesotho, 
Mozambique, Swaziland, and Botswana 
– this was a mammoth undertaking. 
Jay Taylor, Placer Dome’s CEO at the 
time, recognized that the world was 
changing and resource-extraction busi-nesses 
like his would find themselves 
under increasing pressure to deliver 
social value and environmental stew-ardship 
along with financial returns. 
And a company’s reputation, he knew, 
would become increasingly dependent 
on its ability to do so. 
“Our commitment to community 
development represents an added cost, 
but is an essential investment in our 
future, and should help us to achieve 
greater profitability,” Taylor said. 
His intuition proved correct. In 2002, 
Phumzile Mlambo-Ngcuka, South 
Africa’s minister of minerals and energy, 
established a “social scorecard” man-dating 
that mining companies produce 
social value for workers and the com-munities 
where they come from. With 
its new income-regeneration program, 
Placer Dome not only had a head start 
on meeting this requirement, but gained 
credibility because it had done so before 
being ordered to. 
Key Management Players 
In 2000, Placer Dome assigned internal 
responsibility for what became known 
as the Care Project to Phillip Von Wiel-ligh, 
South Deep’s human resources 
chief. He was supported by project 
coordinator Willem le Roux, and 
together they managed a group of up 
to 30 full-time workers, nearly all of 
them ex-miners. Von Wielligh reported 
directly to the mine manager. Keith 
Ferguson, vice president of sustain-ability 
at Placer Dome’s head office in 
Vancouver, became an internal cheer-leader, 
providing financing and corpo-rate 
endorsement. Placer Dome’s South 
African management set a goal of get-ting 
at least 70 percent of the laid-off 
workers or their families into new jobs 
or their own businesses. 
Placer Dome hired my consultancy, 
Wayne Dunn & Associates, to provide 
strategic support to the Care Project. 
My firm was hired not to provide day-to- 
day management, but rather to help 
design the project, develop appropriate 
international partnerships for it, and 
support the people carrying it out. We 
negotiated the cost-sharing partnership 
with the Canadian International Devel-opment 
Agency (CIDA), and managed 
the relationship with the World Bank. I 
visited the project three to four times per 
year to help management review 
progress and plan strategy. 
Hunting for Good Partners 
While the project team was long on 
enthusiasm, it was short on experience 
in managing a complex, multicountry 
development project. 
Team members realized they needed 
help locating widely scattered benefi-ciaries. 
The team also needed partners 
to provide the training programs. So 
60 STANFORD SOCIAL INNOVATION REVIEW ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ www.ssireview.com
BENEFITS TO PLACER DOME 
Meet new government social 
standards before they’re imposed. 
Credit for “changing the social 
face of South African mining.” 
Improved relations with 
miners’ union. 
Won prestigious World Bank 
Development Innovation Award. 
they approached two organizations with 
common interests and the infrastruc-ture 
to cover the vast region where the 
miners lived. The Employment Bureau 
of Africa (TEBA), a recruiting agency for 
the mining industry with offices through-out 
southern Africa, and the MDA, 
which had several training and devel-opment 
facilities in the region, agreed to 
help the Care Project. 
The Care Project contracted with 
TEBA and MDA for the use of their 
facilities, daily supervision of the out-reach 
workers who worked from TEBA’s 
offices, and the provision of specific 
training programs. If TEBA or MDA 
could not provide the training, they 
could source it to other local providers. 
In addition to paying them for their ser-vices, 
the Care Project paid to upgrade 
some TEBA and MDA training centers 
and office facilities. The efforts of TEBA 
and MDA were directed by Von Wielligh, 
who also maintained quality control. 
The project team developed what it 
thought was a straightforward plan. 
About 25 laid-off miners would be 
armed with global positioning devices 
and dispatched to scour the bush coun-try 
for their ex-colleagues’ homes. Once 
located, former workers would be reg-istered 
for the Care Project and the GPS 
coordinates of their homes recorded. 
Then on subsequent visits, the team 
representatives would help the workers 
and their families decide whether they 
wanted to be trained for new jobs or 
The Bottom Line 
BENEFITS TO MINERS 
Job training led to new employment. 
Entrepreneurial skills training 
allows many to open their 
own small businesses. 
AIDS home-based care programs 
help infected miners and 
their families. 
tutored in setting up their own busi-nesses. 
Workers could nominate wives 
or other family members to receive the 
training – the first time women ever 
had direct access to severance benefits. 
The team felt that lengthy studies 
and consultations would only delay the 
process of aiding the miners and their 
families. To save time, the initial budget 
for the project was set at $2.5 million so 
that the CEO of Placer Dome’s South 
Africa division could approve it with-out 
going to the company’s full board. 
The plan sounded simple, but putting 
it into effect was anything but. 
Distrust and Frustration 
With no experience running such a 
complex endeavor, Placer Dome made 
some early mistakes. For one thing, it 
failed to get the National Union of 
Mineworkers on its side. Enraged at 
the sweeping layoffs, the union had 
challenged them in court but lost. The 
union had little reason to trust Placer 
Dome, and much credibility to lose if 
it backed the Care Project and it failed. 
When the project started, the union 
was still telling workers the layoffs 
would be overturned and they would 
get their jobs back. On several occa-sions, 
I watched as project team mem-bers 
endured long, angry lectures from 
former miners who believed Placer 
Dome was unfairly taking their jobs. 
The project’s biggest initial hurdle 
was finding ex-workers in some of the 
COSTS TO PLACER DOME 
$3.6 million in cash. 
Management time. 
most inaccessible places on the planet. 
To locate and register one family, 
for example, took us more than five 
frustrating, harrowing hours. And we 
planned to do this 2,500 times. 
Then there were the ex-miners them-selves. 
Many were in denial about their 
job status and fully expected to go back 
to work; some had not even told their 
families about the layoffs. Moreover, 
many workers were functionally illiter-ate 
or ill with AIDS, making employ-ment 
training for them problematic. 
Adapting the Strategy to Reality 
The original plan was for the 25 Care 
Project outreach workers to be super-vised 
by one person. But this was impos-sible, 
so Von Wielligh appointed five 
regional managers, one in each country. 
Von Wielligh, le Roux, and the regional 
managers met face-to-face every month 
to report progress, set targets, share 
lessons learned, and develop overall 
strategy. Regional managers in turn held 
monthly meetings with fieldworkers 
who operated out of TEBA offices in 
their jurisdiction. 
We solved the logistical nightmare of 
transporting outreach workers by sup-plying 
fieldworkers with motorcycles. 
They also were provided with cell 
phones, improving their ability to com-municate 
with project managers. 
As the team gradually located the ex-miners 
and informed them about the 
two different programs – the job retrain- 
www.ssireview.com ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ STANFORD SOCIAL INNOVATION REVIEW 61
Care Project fieldworker Thato Lethebele takes the GPS reading for the home of former 
mine worker Ditonako Thakali in Mokhotlong, a village in the highlands of Lesotho. TEBA 
regional manager Thabiso Thaaso and Thakali’s wife observe the process. The village was 
reached after an arduous journey along the Roof of Africa Highway and through a maze 
of trails stretching back into the remote mountain ranges. 
ing program and the small-business 
training program – that they could enroll 
in, we realized that the ex-miners were 
struggling to make an informed choice 
between the two. Many of them weren’t 
aware of the range of options for mak-ing 
a living. They could become chicken 
farmers, bricklayers, welders, bakers, 
vegetable farmers, or furniture makers. 
They also could open convenience 
stores, garages, or solar panel installation 
shops. 
To showcase these alternatives and 
help them choose a career path, Care 
Project management along with TEBA 
and MDA came up with the idea of cre-ating 
a career fair. Named Open Days, 
these events became invaluable in open-ing 
the eyes of ex-miners to an array of 
alternative careers opportunities. One 
career fair was held in each province, and 
the project arranged and paid for trans-portation 
to bring workers and their 
spouses in from the villages. Trainers 
and suppliers set up information booths, 
and the fairs quickly took on the feel of 
a celebration as old co-workers reunited. 
Despite the successful awareness 
raising of the career fair, many ex-min-ers 
were still hesitant about choosing 
between the job training or the small-business 
training. While excited about 
the possibility of striking out on their 
own with a small business, most ex-min-ers 
lacked all but the most rudimentary 
financial skills required to run it. I sug-gested 
creating a program to teach them 
and their spouses basic financial skills. 
MDA was hired and paid to develop and 
provide a financial life skills course. 
Classes included how to operate a cal-culator, 
assess microenterprise oppor-tunities, 
and weigh the advantages and 
disadvantages of self-employment. At 
Von Wielligh’s insistence, trainers and 
counselors were professionally certified 
and, where possible, hired locally. 
These one-week financial life skills 
sessions, in conjunction with Open 
Days and group counseling sessions, 
helped workers and their families make 
two critical choices: who would take the 
training, the miner or another family 
member, and whether they wanted to 
train for new jobs or run their own 
businesses. 
The Network of Partners Gets 
to Work 
Those who chose new jobs were 
trained, and the project team used its 
extensive network of business con-tacts 
to help find openings for them. 
The project paid to give some miners 
on-the-job training with new employ-ers, 
saving the employer money and 
increasing the employability of Care 
Project trainees. 
Those who wanted to become 
entrepreneurs entered a program that 
familiarized them with microbusiness 
operations and helped them explore 
the market for their proposed business. 
TEBA, MDA, or their local subcon-tractors 
provided the training. 
With the vast geographic spread of 
the project, the support had to be cus-tomized 
based on local requirements 
and capacity. If, for example, a miner 
wanted to become a chicken farmer, the 
project paid for him to receive generic 
small-business training along with spe-cialized 
courses on the technical aspects 
of raising poultry. Whenever possible, 
trainees were introduced to local 
experts who could help them develop 
their businesses over time. The project 
connected a group of miners-turned-chicken 
farmers in Mozambique, for 
instance, with local suppliers of hatch-lings 
and chicken feed. 
After the Care Project was launched, 
I helped bring in a governmental part-ner, 
CIDA, which realized that working 
with Placer Dome could further its 
own poverty-alleviation agenda and 
influence the direction of the Care Pro-ject 
as well. CIDA provided $1.4 million, 
and also lent development expertise 
and credibility to the project. 
One condition of CIDA’s partici-pation 
was that South Deep develop an 
HIV/AIDS program. Placer Dome, in 
order to fulfill the requirements of 
CIDA funding, worked closely with 
TEBA to champion a new initiative to 
CASE STUDY 
62 STANFORD SOCIAL INNOVATION REVIEW ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ www.ssireview.com 
PHOTOGRAPH COURTESY OF WAYNE DUNN
Key Players and Roles 
Laid-off mine worker and family • Participated in program or selected family member to participate in training 
Placer Dome • Conceived and launched the project 
South Deep Mine • Provided $3.6 million in cash financing 
Care Project team • Day-to-day management 
The Employment Bureau of Africa • Member of project steering committee 
(TEBA) • Assisted with organizing Open Days 
Mineworkers Development • Member of project steering committee 
Agency (MDA) • Assisted with organizing Open Days 
Canadian International • Provided $1.4 million in project financing 
Development Agency (CIDA) • Provided development expertise 
World Bank • Awarded Development Innovation Award and $100,000 award to Placer 
Wayne Dunn & Associates (WDA) • Assisted with project design 
provide training and support to family 
members caring for dying workers. 
The AIDS home-based care program 
was designed and led by TEBA. Von 
Wielligh participated in the concept 
development and helped the project 
to gain broad industry acceptance 
through informal advocacy among his 
peers in other companies. Placer Dome 
paid for my consultancy’s efforts to 
gain more legitimacy and funding for 
the initiative by entering it in the World 
Bank Development Marketplace com-petition. 
Today, all South African gold 
mining companies participate in the 
• Provided management/corporate support 
• Project management 
• Responsibility for quality control 
• Managed outreach/fieldworkers 
• Contracted with and paid for TEBA and MDA’s participation 
• Managed all southern Africa relationships 
• Office space for fieldworkers 
• Provided training facilities 
• Identified/contracted training providers 
• Developed and managed AIDS home-based care program 
• Provided training facilities 
• Identified/contracted training providers 
• Lent credibility to the project 
Dome/TEBA home-based care project 
• Gave global profile to the project 
• Negotiated partnership with CIDA 
• Managed World Bank competition entry 
• Provided ongoing strategic consulting, and facilitated stakeholder communications 
program and fully cover its costs, about 
$500,000 per year. 
Success Stories 
Slowly, the Care Project team’s perse-verance 
began to pay off. Skepticism 
dissipated as some laid-off workers 
began getting new jobs, and others 
started setting up small businesses. 
In Lesotho, a young woman opened 
an electronics repair shop, and a school 
to teach others her skills. Several ex-miners 
in Mozambique decided to grow 
vegetables for the market in Maputo, 
the capital. 
After taking the financial skills 
course, another worker went back to his 
village, an hour away from the nearest 
retail outlet, and saw an opportunity. 
He opened a small general store in his 
house, making a living for himself and 
sparing local women and children a long 
walk to purchase supplies. He has since 
parlayed his shop into several other local 
businesses, and serves as an entrepre-neurial 
role model for others. 
Not everyone was successful; some 
tried hard and didn’t make it. But 
many did succeed, making a differ-ence 
for their families and setting an 
www.ssireview.com ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ STANFORD SOCIAL INNOVATION REVIEW 63

Recommended

A Modern Finance Case Study – Cloud or On-Premise
A Modern Finance Case Study – Cloud or On-PremiseA Modern Finance Case Study – Cloud or On-Premise
A Modern Finance Case Study – Cloud or On-PremiseProphix Software
 
Banking & finance case study
Banking & finance case studyBanking & finance case study
Banking & finance case studyBanner
 
Project Management at First National Bank
Project Management at First National BankProject Management at First National Bank
Project Management at First National BankIsis Quiñones
 
The Barings Bank Collapse
The Barings Bank CollapseThe Barings Bank Collapse
The Barings Bank CollapseUday Tharar
 
Corporate Finance Case Study : Bullock Gold Mining
Corporate Finance Case Study : Bullock Gold MiningCorporate Finance Case Study : Bullock Gold Mining
Corporate Finance Case Study : Bullock Gold MiningUun Ainurrofiq (Fiq)
 
Wal mart case_study
Wal mart case_studyWal mart case_study
Wal mart case_studyucmbnko
 
Toyota Motor Manufacturing Inc - Case Study
Toyota Motor Manufacturing Inc - Case StudyToyota Motor Manufacturing Inc - Case Study
Toyota Motor Manufacturing Inc - Case StudyIshan Parekh
 

More Related Content

Viewers also liked

Charles dickens power point pressentation
Charles dickens power point pressentationCharles dickens power point pressentation
Charles dickens power point pressentationlynnbeach86
 
Latin I Lesson 07
Latin I Lesson 07Latin I Lesson 07
Latin I Lesson 07polaramy
 
Power Notes Atomic Structure
Power Notes   Atomic StructurePower Notes   Atomic Structure
Power Notes Atomic Structurejmori1
 
Presentatie Park op Nijverdal
Presentatie Park op NijverdalPresentatie Park op Nijverdal
Presentatie Park op Nijverdalhuisj07
 
Kiwanis presentation 06-07-2011
Kiwanis presentation 06-07-2011Kiwanis presentation 06-07-2011
Kiwanis presentation 06-07-2011bhmiomaha
 
Government - recommendations from AIGLIA2014
Government - recommendations from AIGLIA2014Government - recommendations from AIGLIA2014
Government - recommendations from AIGLIA2014futureagricultures
 
Blog8.3 656-680-695
Blog8.3 656-680-695Blog8.3 656-680-695
Blog8.3 656-680-695mepigxymayme
 
Global hotel market sentiment survey 2012
Global hotel market sentiment survey 2012Global hotel market sentiment survey 2012
Global hotel market sentiment survey 2012evisionturism
 

Viewers also liked (15)

Chapter 15 mergers and acquisitions
Chapter 15   mergers and acquisitionsChapter 15   mergers and acquisitions
Chapter 15 mergers and acquisitions
 
Kgi deventer profielen
Kgi deventer profielenKgi deventer profielen
Kgi deventer profielen
 
C 4
C 4C 4
C 4
 
Charles dickens power point pressentation
Charles dickens power point pressentationCharles dickens power point pressentation
Charles dickens power point pressentation
 
Latin I Lesson 07
Latin I Lesson 07Latin I Lesson 07
Latin I Lesson 07
 
Tabla de materiales y precios de colciencias (1)
Tabla de materiales y precios de colciencias (1)Tabla de materiales y precios de colciencias (1)
Tabla de materiales y precios de colciencias (1)
 
B a b 1 akuntansi
B a b 1 akuntansiB a b 1 akuntansi
B a b 1 akuntansi
 
Power Notes Atomic Structure
Power Notes   Atomic StructurePower Notes   Atomic Structure
Power Notes Atomic Structure
 
ทวีปอาฟริกา
ทวีปอาฟริกาทวีปอาฟริกา
ทวีปอาฟริกา
 
Presentatie Park op Nijverdal
Presentatie Park op NijverdalPresentatie Park op Nijverdal
Presentatie Park op Nijverdal
 
Kiwanis presentation 06-07-2011
Kiwanis presentation 06-07-2011Kiwanis presentation 06-07-2011
Kiwanis presentation 06-07-2011
 
Government - recommendations from AIGLIA2014
Government - recommendations from AIGLIA2014Government - recommendations from AIGLIA2014
Government - recommendations from AIGLIA2014
 
01 01-2015
01 01-201501 01-2015
01 01-2015
 
Blog8.3 656-680-695
Blog8.3 656-680-695Blog8.3 656-680-695
Blog8.3 656-680-695
 
Global hotel market sentiment survey 2012
Global hotel market sentiment survey 2012Global hotel market sentiment survey 2012
Global hotel market sentiment survey 2012
 

Similar to Golden Opportunity. Stanford Business School Case Study on Award Winning Mining CSR Project

Vanstar fact sheet - january 10, 2020
Vanstar fact sheet - january 10, 2020Vanstar fact sheet - january 10, 2020
Vanstar fact sheet - january 10, 2020MomentumPR
 
Sustainability Report 2014
Sustainability Report 2014Sustainability Report 2014
Sustainability Report 2014MMG Limited
 
Presentation DaNic 15 Sep 2015
Presentation DaNic 15 Sep 2015Presentation DaNic 15 Sep 2015
Presentation DaNic 15 Sep 2015Dalene Henriques
 
Portfolio
PortfolioPortfolio
PortfolioNan Li
 
LSP Africa Emfuleni Municipality Driving Efficiency with Innovation
LSP Africa Emfuleni Municipality Driving Efficiency with InnovationLSP Africa Emfuleni Municipality Driving Efficiency with Innovation
LSP Africa Emfuleni Municipality Driving Efficiency with InnovationThe ViZion Communications Group
 
Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012michbshaw
 
Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012michbshaw
 
Metrowind Community Consultation presentation
Metrowind Community Consultation presentationMetrowind Community Consultation presentation
Metrowind Community Consultation presentationGeorge Meko
 
Creating and managing the social license to operate a mining company in South...
Creating and managing the social license to operate a mining company in South...Creating and managing the social license to operate a mining company in South...
Creating and managing the social license to operate a mining company in South...James AH Campbell
 
Vanstar Fact Sheet - (VSR.V) - November 2019
Vanstar Fact Sheet - (VSR.V) - November 2019Vanstar Fact Sheet - (VSR.V) - November 2019
Vanstar Fact Sheet - (VSR.V) - November 2019MomentumPR
 
Sub saharan africa globalization proj2013
Sub saharan africa globalization proj2013Sub saharan africa globalization proj2013
Sub saharan africa globalization proj2013Joe Scozzaro
 
2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...
2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...
2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...Symposium
 
Letter recognising excellence - Westpac Indigenous Partnership Program
Letter recognising excellence - Westpac Indigenous Partnership ProgramLetter recognising excellence - Westpac Indigenous Partnership Program
Letter recognising excellence - Westpac Indigenous Partnership ProgramJulian De Faria-Goncalves
 
Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...
Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...
Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...Objective Capital Conferences
 
Canada Gold Shareholder Presentation June 2009
Canada Gold Shareholder Presentation June 2009Canada Gold Shareholder Presentation June 2009
Canada Gold Shareholder Presentation June 2009mcchad
 
Project Getaway Mauritius 2016
Project Getaway Mauritius 2016Project Getaway Mauritius 2016
Project Getaway Mauritius 2016Project Getaway
 
Vanstar factsheet - VSR-V - April 2019
Vanstar factsheet - VSR-V - April 2019Vanstar factsheet - VSR-V - April 2019
Vanstar factsheet - VSR-V - April 2019MomentumPR
 
Explo Group Peru Exploration 2012
Explo Group Peru Exploration 2012Explo Group Peru Exploration 2012
Explo Group Peru Exploration 2012Ricardo Reaño
 

Similar to Golden Opportunity. Stanford Business School Case Study on Award Winning Mining CSR Project (20)

Vanstar fact sheet - january 10, 2020
Vanstar fact sheet - january 10, 2020Vanstar fact sheet - january 10, 2020
Vanstar fact sheet - january 10, 2020
 
Sustainability Report 2014
Sustainability Report 2014Sustainability Report 2014
Sustainability Report 2014
 
Presentation DaNic 15 Sep 2015
Presentation DaNic 15 Sep 2015Presentation DaNic 15 Sep 2015
Presentation DaNic 15 Sep 2015
 
Portfolio
PortfolioPortfolio
Portfolio
 
LSP Africa Emfuleni Municipality Driving Efficiency with Innovation
LSP Africa Emfuleni Municipality Driving Efficiency with InnovationLSP Africa Emfuleni Municipality Driving Efficiency with Innovation
LSP Africa Emfuleni Municipality Driving Efficiency with Innovation
 
Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012
 
Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012Aml & EarthStream IRJ April 2012
Aml & EarthStream IRJ April 2012
 
Metrowind Community Consultation presentation
Metrowind Community Consultation presentationMetrowind Community Consultation presentation
Metrowind Community Consultation presentation
 
Creating and managing the social license to operate a mining company in South...
Creating and managing the social license to operate a mining company in South...Creating and managing the social license to operate a mining company in South...
Creating and managing the social license to operate a mining company in South...
 
Vanstar Fact Sheet - (VSR.V) - November 2019
Vanstar Fact Sheet - (VSR.V) - November 2019Vanstar Fact Sheet - (VSR.V) - November 2019
Vanstar Fact Sheet - (VSR.V) - November 2019
 
Sub saharan africa globalization proj2013
Sub saharan africa globalization proj2013Sub saharan africa globalization proj2013
Sub saharan africa globalization proj2013
 
AML & EarthStream Feature
AML & EarthStream FeatureAML & EarthStream Feature
AML & EarthStream Feature
 
2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...
2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...
2015 Broken Hill Resources Investment Symposium - Discussion Panel - The Rece...
 
Letter recognising excellence - Westpac Indigenous Partnership Program
Letter recognising excellence - Westpac Indigenous Partnership ProgramLetter recognising excellence - Westpac Indigenous Partnership Program
Letter recognising excellence - Westpac Indigenous Partnership Program
 
Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...
Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...
Objective Capital Rare Earth and Minor Metals Investment Summit: The Archie L...
 
Canada Gold Shareholder Presentation June 2009
Canada Gold Shareholder Presentation June 2009Canada Gold Shareholder Presentation June 2009
Canada Gold Shareholder Presentation June 2009
 
Project Getaway Mauritius 2016
Project Getaway Mauritius 2016Project Getaway Mauritius 2016
Project Getaway Mauritius 2016
 
Disruptive Crowdsourcing
Disruptive CrowdsourcingDisruptive Crowdsourcing
Disruptive Crowdsourcing
 
Vanstar factsheet - VSR-V - April 2019
Vanstar factsheet - VSR-V - April 2019Vanstar factsheet - VSR-V - April 2019
Vanstar factsheet - VSR-V - April 2019
 
Explo Group Peru Exploration 2012
Explo Group Peru Exploration 2012Explo Group Peru Exploration 2012
Explo Group Peru Exploration 2012
 

More from Wayne Dunn

CSR Impact Measurement & Management
CSR Impact Measurement & ManagementCSR Impact Measurement & Management
CSR Impact Measurement & ManagementWayne Dunn
 
CSR Reporting & Communications
CSR Reporting & CommunicationsCSR Reporting & Communications
CSR Reporting & CommunicationsWayne Dunn
 
Free Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic AdvantageFree Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic AdvantageWayne Dunn
 
CSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic OpportunityCSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic OpportunityWayne Dunn
 
Integrating social and business value through the SDGs
Integrating social and business value through the SDGsIntegrating social and business value through the SDGs
Integrating social and business value through the SDGsWayne Dunn
 
The SDGs: A framework for social and business value
The SDGs: A framework for social and business valueThe SDGs: A framework for social and business value
The SDGs: A framework for social and business valueWayne Dunn
 
CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?Wayne Dunn
 
CSR: Strategy? or Charity?
CSR: Strategy? or Charity?CSR: Strategy? or Charity?
CSR: Strategy? or Charity?Wayne Dunn
 
SDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creationSDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creationWayne Dunn
 
Budget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging timesBudget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging timesWayne Dunn
 
Csr training: Seven strategies to make it work for participants
Csr training:  Seven strategies to make it work for participantsCsr training:  Seven strategies to make it work for participants
Csr training: Seven strategies to make it work for participantsWayne Dunn
 
Social Value Brand
Social Value BrandSocial Value Brand
Social Value BrandWayne Dunn
 
CSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interestsCSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
 
CSR Skills: What you need and why
CSR Skills: What you need and whyCSR Skills: What you need and why
CSR Skills: What you need and whyWayne Dunn
 
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Wayne Dunn
 
Business Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueBusiness Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueWayne Dunn
 
Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments Wayne Dunn
 
Hockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway SymposiumHockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway SymposiumWayne Dunn
 
Time for a more nuanced debate on child labour
Time for a more nuanced debate on child labourTime for a more nuanced debate on child labour
Time for a more nuanced debate on child labourWayne Dunn
 
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...Wayne Dunn
 

More from Wayne Dunn (20)

CSR Impact Measurement & Management
CSR Impact Measurement & ManagementCSR Impact Measurement & Management
CSR Impact Measurement & Management
 
CSR Reporting & Communications
CSR Reporting & CommunicationsCSR Reporting & Communications
CSR Reporting & Communications
 
Free Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic AdvantageFree Zones, Social Responsibility & Strategic Advantage
Free Zones, Social Responsibility & Strategic Advantage
 
CSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic OpportunityCSR-Zero Sum, Charity or Strategic Opportunity
CSR-Zero Sum, Charity or Strategic Opportunity
 
Integrating social and business value through the SDGs
Integrating social and business value through the SDGsIntegrating social and business value through the SDGs
Integrating social and business value through the SDGs
 
The SDGs: A framework for social and business value
The SDGs: A framework for social and business valueThe SDGs: A framework for social and business value
The SDGs: A framework for social and business value
 
CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?CSR: Charity? Strategy? Or what?
CSR: Charity? Strategy? Or what?
 
CSR: Strategy? or Charity?
CSR: Strategy? or Charity?CSR: Strategy? or Charity?
CSR: Strategy? or Charity?
 
SDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creationSDGs: A framework for multi-sector CSR partnerships and value creation
SDGs: A framework for multi-sector CSR partnerships and value creation
 
Budget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging timesBudget Crunch Sustainability: Effective CSR in economically challenging times
Budget Crunch Sustainability: Effective CSR in economically challenging times
 
Csr training: Seven strategies to make it work for participants
Csr training:  Seven strategies to make it work for participantsCsr training:  Seven strategies to make it work for participants
Csr training: Seven strategies to make it work for participants
 
Social Value Brand
Social Value BrandSocial Value Brand
Social Value Brand
 
CSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interestsCSR-friendly tax policy: Unlocking value and aligning interests
CSR-friendly tax policy: Unlocking value and aligning interests
 
CSR Skills: What you need and why
CSR Skills: What you need and whyCSR Skills: What you need and why
CSR Skills: What you need and why
 
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
Business Innovation& CSR Masterclass | Dubai, Jan 31-Feb 2
 
Business Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to valueBusiness Innovation, CSR and Competitive Advantage: Strategic pathways to value
Business Innovation, CSR and Competitive Advantage: Strategic pathways to value
 
Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments Ethics, expectations and profits: Managing in complex environments
Ethics, expectations and profits: Managing in complex environments
 
Hockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway SymposiumHockey taught me this: NHL Alumni Breakaway Symposium
Hockey taught me this: NHL Alumni Breakaway Symposium
 
Time for a more nuanced debate on child labour
Time for a more nuanced debate on child labourTime for a more nuanced debate on child labour
Time for a more nuanced debate on child labour
 
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
This time it is in my backyard! A major LNG project and I'm a Stakeholder ins...
 

Recently uploaded

Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...
Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...
Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...Product School
 
CloudStack Authentication Methods – Harikrishna Patnala, ShapeBlue
CloudStack Authentication Methods – Harikrishna Patnala, ShapeBlueCloudStack Authentication Methods – Harikrishna Patnala, ShapeBlue
CloudStack Authentication Methods – Harikrishna Patnala, ShapeBlueShapeBlue
 
Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24
Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24
Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24Umar Saif
 
Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)
Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)
Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)Jay Zhao
 
TrustArc Webinar - TrustArc's Latest AI Innovations
TrustArc Webinar - TrustArc's Latest AI InnovationsTrustArc Webinar - TrustArc's Latest AI Innovations
TrustArc Webinar - TrustArc's Latest AI InnovationsTrustArc
 
Battle of React State Managers in frontend applications
Battle of React State Managers in frontend applicationsBattle of React State Managers in frontend applications
Battle of React State Managers in frontend applicationsEvangelia Mitsopoulou
 
How We Grew Up with CloudStack and its Journey – Dilip Singh, DataHub
How We Grew Up with CloudStack and its Journey – Dilip Singh, DataHubHow We Grew Up with CloudStack and its Journey – Dilip Singh, DataHub
How We Grew Up with CloudStack and its Journey – Dilip Singh, DataHubShapeBlue
 
How to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response PlanHow to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response PlanDatabarracks
 
CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...
CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...
CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...ShapeBlue
 
The Art of the Possible with Graph by Dr Jim Webber Neo4j.pptx
The Art of the Possible with Graph by Dr Jim Webber Neo4j.pptxThe Art of the Possible with Graph by Dr Jim Webber Neo4j.pptx
The Art of the Possible with Graph by Dr Jim Webber Neo4j.pptxNeo4j
 
Revolutionizing The Banking Industry: The Monzo Way by CPO, Monzo
Revolutionizing The Banking Industry: The Monzo Way by CPO, MonzoRevolutionizing The Banking Industry: The Monzo Way by CPO, Monzo
Revolutionizing The Banking Industry: The Monzo Way by CPO, MonzoProduct School
 
Launching New Products In Companies Where It Matters Most by Product Director...
Launching New Products In Companies Where It Matters Most by Product Director...Launching New Products In Companies Where It Matters Most by Product Director...
Launching New Products In Companies Where It Matters Most by Product Director...Product School
 
Transcript: Trending now: Book subjects on the move in the Canadian market - ...
Transcript: Trending now: Book subjects on the move in the Canadian market - ...Transcript: Trending now: Book subjects on the move in the Canadian market - ...
Transcript: Trending now: Book subjects on the move in the Canadian market - ...BookNet Canada
 
CloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlue
CloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlueCloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlue
CloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlueShapeBlue
 
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...Neo4j
 
National Institute of Standards and Technology (NIST) Cybersecurity Framework...
National Institute of Standards and Technology (NIST) Cybersecurity Framework...National Institute of Standards and Technology (NIST) Cybersecurity Framework...
National Institute of Standards and Technology (NIST) Cybersecurity Framework...MichaelBenis1
 
Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...Product School
 
Geospatial Synergy: Amplifying Efficiency with FME & Esri
Geospatial Synergy: Amplifying Efficiency with FME & EsriGeospatial Synergy: Amplifying Efficiency with FME & Esri
Geospatial Synergy: Amplifying Efficiency with FME & EsriSafe Software
 
New ThousandEyes Product Features and Release Highlights: February 2024
New ThousandEyes Product Features and Release Highlights: February 2024New ThousandEyes Product Features and Release Highlights: February 2024
New ThousandEyes Product Features and Release Highlights: February 2024ThousandEyes
 

Recently uploaded (20)

Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...
Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...
Harnessing the Power of GenAI for Exceptional Product Outcomes by Booking.com...
 
CloudStack Authentication Methods – Harikrishna Patnala, ShapeBlue
CloudStack Authentication Methods – Harikrishna Patnala, ShapeBlueCloudStack Authentication Methods – Harikrishna Patnala, ShapeBlue
CloudStack Authentication Methods – Harikrishna Patnala, ShapeBlue
 
Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24
Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24
Progress Report: Ministry of IT under Dr. Umar Saif Aug 23-Feb'24
 
Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)
Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)
Leonis Insights: The State of AI (7 trends for 2023 and 7 predictions for 2024)
 
TrustArc Webinar - TrustArc's Latest AI Innovations
TrustArc Webinar - TrustArc's Latest AI InnovationsTrustArc Webinar - TrustArc's Latest AI Innovations
TrustArc Webinar - TrustArc's Latest AI Innovations
 
Battle of React State Managers in frontend applications
Battle of React State Managers in frontend applicationsBattle of React State Managers in frontend applications
Battle of React State Managers in frontend applications
 
How We Grew Up with CloudStack and its Journey – Dilip Singh, DataHub
How We Grew Up with CloudStack and its Journey – Dilip Singh, DataHubHow We Grew Up with CloudStack and its Journey – Dilip Singh, DataHub
How We Grew Up with CloudStack and its Journey – Dilip Singh, DataHub
 
How to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response PlanHow to write an effective Cyber Incident Response Plan
How to write an effective Cyber Incident Response Plan
 
CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...
CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...
CloudStack 101: The Best Way to Build Your Private Cloud – Rohit Yadav, VP Ap...
 
The Art of the Possible with Graph by Dr Jim Webber Neo4j.pptx
The Art of the Possible with Graph by Dr Jim Webber Neo4j.pptxThe Art of the Possible with Graph by Dr Jim Webber Neo4j.pptx
The Art of the Possible with Graph by Dr Jim Webber Neo4j.pptx
 
Revolutionizing The Banking Industry: The Monzo Way by CPO, Monzo
Revolutionizing The Banking Industry: The Monzo Way by CPO, MonzoRevolutionizing The Banking Industry: The Monzo Way by CPO, Monzo
Revolutionizing The Banking Industry: The Monzo Way by CPO, Monzo
 
In sharing we trust. Taking advantage of a diverse consortium to build a tran...
In sharing we trust. Taking advantage of a diverse consortium to build a tran...In sharing we trust. Taking advantage of a diverse consortium to build a tran...
In sharing we trust. Taking advantage of a diverse consortium to build a tran...
 
Launching New Products In Companies Where It Matters Most by Product Director...
Launching New Products In Companies Where It Matters Most by Product Director...Launching New Products In Companies Where It Matters Most by Product Director...
Launching New Products In Companies Where It Matters Most by Product Director...
 
Transcript: Trending now: Book subjects on the move in the Canadian market - ...
Transcript: Trending now: Book subjects on the move in the Canadian market - ...Transcript: Trending now: Book subjects on the move in the Canadian market - ...
Transcript: Trending now: Book subjects on the move in the Canadian market - ...
 
CloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlue
CloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlueCloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlue
CloudStack Tooling Ecosystem – Kiran Chavala, ShapeBlue
 
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
ASTRAZENECA. Knowledge Graphs Powering a Fast-moving Global Life Sciences Org...
 
National Institute of Standards and Technology (NIST) Cybersecurity Framework...
National Institute of Standards and Technology (NIST) Cybersecurity Framework...National Institute of Standards and Technology (NIST) Cybersecurity Framework...
National Institute of Standards and Technology (NIST) Cybersecurity Framework...
 
Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...Relationship Counselling: From Disjointed Features to Product-First Thinking ...
Relationship Counselling: From Disjointed Features to Product-First Thinking ...
 
Geospatial Synergy: Amplifying Efficiency with FME & Esri
Geospatial Synergy: Amplifying Efficiency with FME & EsriGeospatial Synergy: Amplifying Efficiency with FME & Esri
Geospatial Synergy: Amplifying Efficiency with FME & Esri
 
New ThousandEyes Product Features and Release Highlights: February 2024
New ThousandEyes Product Features and Release Highlights: February 2024New ThousandEyes Product Features and Release Highlights: February 2024
New ThousandEyes Product Features and Release Highlights: February 2024
 

Golden Opportunity. Stanford Business School Case Study on Award Winning Mining CSR Project

  • 1. Case Study Golden Opportunity When a Canadian multinational laid off hundreds of gold miners in South Africa, it went many extra miles to help them get back on their feet By Wayne Dunn Stanford Social Innovation Review Winter 2004 Copyright  2004 by Leland Stanford Jr. University All Rights Reserved DO NOT COPY Stanford Social Innovation Review 518 Memorial Way, Stanford, CA 94305-5015 Ph: 650-725-5399. Fax: 650-723-0516 Email: info@ssireview.com, www.ssireview.com
  • 2. PHOTOGRAPH BY MASTERFILE Golden o p p o r t u n i t y When a Canadian multinational laid off hundreds of gold miners in South Africa, it went many extra miles to help them get back on their feet What happens when a multinational company suddenly changes the social responsibility “rules” for a long-established industry? How can a company make massive workforce layoffs compatible with an aggressive social responsibility agenda? What are the challenges when a firm goes far beyond its core competencies in order to deliver on its social responsibility commitments? In late 2000, I set off in a pickup truck to help find an unemployed gold miner living in the rugged highlands of Lesotho, a small independent nation surrounded by South Africa. I had been hired to assist a corporate social respon-sibility initiative designed to help 2,500 miners laid off from South Africa’s South Deep gold mine, one of the world’s largest. Under the ambitious project, miners were to be retrained for new jobs or taught how to start their own small businesses. The problem was that they had already gone home to isolated villages and towns scattered across a 2,500-mile-long swath of rural south-ern Africa. Now we had to find them, and that was proving quite a challenge. With me in the truck was Thato Lethebele, himself a laid-off gold miner hired to help locate his colleagues. Since miners often lived in places so remote that they appear on no map, Lethebele carried a global positioning device so he could record the location of miners’ homes for the outreach workers who would make follow-up visits. After driving for hours along the Roof of Africa Highway, with sheer cliffs on one side and sheer drops on the other, we ran out of paved road and began following trails, some of which looked like they hadn’t seen a motor vehicle in a long time. We began stopping everyone we came across – men on horseback, boys herding cattle, women walking along the trail – and asking if they knew where the miner lived. After two long hours of bouncing and banging along remote mountain trails, we came to the miner’s village. The trail turned into a near-ver-tical path for the last quarter mile, so we had to get out and walk. We finally arrived at the village com-posed of about 10 huts, but the miner, it turned out, wasn’t home. But his wife was, and we explained to her that we represented Placer Dome and that we were there to inform them about a job retraining project for Placer CASE STUDY by WAYNE DUNN www.ssireview.com ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ STANFORD SOCIAL INNOVATION REVIEW 59
  • 3. CASE STUDY Dome’s former employees. Going Beyond Industry Practice Placer Dome, a Canada-based global mining firm, has more than 13,000 employees in seven countries. Its 17 mines produce more than 3.5 million ounces of gold and 400 million pounds of copper annually. In 1999, the company purchased 50 percent of the South Deep Mine from Western Areas Limited, an old South African mining firm, becom-ing the first post-apartheid foreign investor in South Africa’s huge gold min-ing industry. The mine required massive restruc-turing in order to make it profitable and to bring it in line with Placer Dome’s safety standards. Nearly a third of the mine’s workforce was let go. Layoffs were a depressingly familiar feature of the South African mining industry in the 1990s, when more than 100,000 workers lost their jobs. Employ-ment cuts were so common that the National Union of Mineworkers cre-ated the nonprofit Mineworkers Devel-opment Agency (MDA) to aid out-of-work { “When the mine laid off 2,500 workers, we expected it would be similar to other } retrenchments, but the Care Project has changed the South African mining industry.” miners and their families. Industry practice in South Africa at the time was to give laid-off employees two weeks of severance pay per year of service, plus access to various job train-ing opportunities at the mine site. But Placer Dome felt this didn’t measure up to its corporate sustainability policy, which commits the company to add “economic, social, and environmental value to the communities where we operate.” Few employees take advan-tage of training at the mine site, as it requires that they stay there, rather than return to their villages. Furthermore, training at the mine site would do little to prepare workers for the economic reality of their remote, impoverished villages. Placer Dome thus embarked on an expensive program to train them for new jobs or help them start their own small businesses. Given that the ex-min-ers lived in communities scattered across five countries – South Africa, Lesotho, Mozambique, Swaziland, and Botswana – this was a mammoth undertaking. Jay Taylor, Placer Dome’s CEO at the time, recognized that the world was changing and resource-extraction busi-nesses like his would find themselves under increasing pressure to deliver social value and environmental stew-ardship along with financial returns. And a company’s reputation, he knew, would become increasingly dependent on its ability to do so. “Our commitment to community development represents an added cost, but is an essential investment in our future, and should help us to achieve greater profitability,” Taylor said. His intuition proved correct. In 2002, Phumzile Mlambo-Ngcuka, South Africa’s minister of minerals and energy, established a “social scorecard” man-dating that mining companies produce social value for workers and the com-munities where they come from. With its new income-regeneration program, Placer Dome not only had a head start on meeting this requirement, but gained credibility because it had done so before being ordered to. Key Management Players In 2000, Placer Dome assigned internal responsibility for what became known as the Care Project to Phillip Von Wiel-ligh, South Deep’s human resources chief. He was supported by project coordinator Willem le Roux, and together they managed a group of up to 30 full-time workers, nearly all of them ex-miners. Von Wielligh reported directly to the mine manager. Keith Ferguson, vice president of sustain-ability at Placer Dome’s head office in Vancouver, became an internal cheer-leader, providing financing and corpo-rate endorsement. Placer Dome’s South African management set a goal of get-ting at least 70 percent of the laid-off workers or their families into new jobs or their own businesses. Placer Dome hired my consultancy, Wayne Dunn & Associates, to provide strategic support to the Care Project. My firm was hired not to provide day-to- day management, but rather to help design the project, develop appropriate international partnerships for it, and support the people carrying it out. We negotiated the cost-sharing partnership with the Canadian International Devel-opment Agency (CIDA), and managed the relationship with the World Bank. I visited the project three to four times per year to help management review progress and plan strategy. Hunting for Good Partners While the project team was long on enthusiasm, it was short on experience in managing a complex, multicountry development project. Team members realized they needed help locating widely scattered benefi-ciaries. The team also needed partners to provide the training programs. So 60 STANFORD SOCIAL INNOVATION REVIEW ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ www.ssireview.com
  • 4. BENEFITS TO PLACER DOME Meet new government social standards before they’re imposed. Credit for “changing the social face of South African mining.” Improved relations with miners’ union. Won prestigious World Bank Development Innovation Award. they approached two organizations with common interests and the infrastruc-ture to cover the vast region where the miners lived. The Employment Bureau of Africa (TEBA), a recruiting agency for the mining industry with offices through-out southern Africa, and the MDA, which had several training and devel-opment facilities in the region, agreed to help the Care Project. The Care Project contracted with TEBA and MDA for the use of their facilities, daily supervision of the out-reach workers who worked from TEBA’s offices, and the provision of specific training programs. If TEBA or MDA could not provide the training, they could source it to other local providers. In addition to paying them for their ser-vices, the Care Project paid to upgrade some TEBA and MDA training centers and office facilities. The efforts of TEBA and MDA were directed by Von Wielligh, who also maintained quality control. The project team developed what it thought was a straightforward plan. About 25 laid-off miners would be armed with global positioning devices and dispatched to scour the bush coun-try for their ex-colleagues’ homes. Once located, former workers would be reg-istered for the Care Project and the GPS coordinates of their homes recorded. Then on subsequent visits, the team representatives would help the workers and their families decide whether they wanted to be trained for new jobs or The Bottom Line BENEFITS TO MINERS Job training led to new employment. Entrepreneurial skills training allows many to open their own small businesses. AIDS home-based care programs help infected miners and their families. tutored in setting up their own busi-nesses. Workers could nominate wives or other family members to receive the training – the first time women ever had direct access to severance benefits. The team felt that lengthy studies and consultations would only delay the process of aiding the miners and their families. To save time, the initial budget for the project was set at $2.5 million so that the CEO of Placer Dome’s South Africa division could approve it with-out going to the company’s full board. The plan sounded simple, but putting it into effect was anything but. Distrust and Frustration With no experience running such a complex endeavor, Placer Dome made some early mistakes. For one thing, it failed to get the National Union of Mineworkers on its side. Enraged at the sweeping layoffs, the union had challenged them in court but lost. The union had little reason to trust Placer Dome, and much credibility to lose if it backed the Care Project and it failed. When the project started, the union was still telling workers the layoffs would be overturned and they would get their jobs back. On several occa-sions, I watched as project team mem-bers endured long, angry lectures from former miners who believed Placer Dome was unfairly taking their jobs. The project’s biggest initial hurdle was finding ex-workers in some of the COSTS TO PLACER DOME $3.6 million in cash. Management time. most inaccessible places on the planet. To locate and register one family, for example, took us more than five frustrating, harrowing hours. And we planned to do this 2,500 times. Then there were the ex-miners them-selves. Many were in denial about their job status and fully expected to go back to work; some had not even told their families about the layoffs. Moreover, many workers were functionally illiter-ate or ill with AIDS, making employ-ment training for them problematic. Adapting the Strategy to Reality The original plan was for the 25 Care Project outreach workers to be super-vised by one person. But this was impos-sible, so Von Wielligh appointed five regional managers, one in each country. Von Wielligh, le Roux, and the regional managers met face-to-face every month to report progress, set targets, share lessons learned, and develop overall strategy. Regional managers in turn held monthly meetings with fieldworkers who operated out of TEBA offices in their jurisdiction. We solved the logistical nightmare of transporting outreach workers by sup-plying fieldworkers with motorcycles. They also were provided with cell phones, improving their ability to com-municate with project managers. As the team gradually located the ex-miners and informed them about the two different programs – the job retrain- www.ssireview.com ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ STANFORD SOCIAL INNOVATION REVIEW 61
  • 5. Care Project fieldworker Thato Lethebele takes the GPS reading for the home of former mine worker Ditonako Thakali in Mokhotlong, a village in the highlands of Lesotho. TEBA regional manager Thabiso Thaaso and Thakali’s wife observe the process. The village was reached after an arduous journey along the Roof of Africa Highway and through a maze of trails stretching back into the remote mountain ranges. ing program and the small-business training program – that they could enroll in, we realized that the ex-miners were struggling to make an informed choice between the two. Many of them weren’t aware of the range of options for mak-ing a living. They could become chicken farmers, bricklayers, welders, bakers, vegetable farmers, or furniture makers. They also could open convenience stores, garages, or solar panel installation shops. To showcase these alternatives and help them choose a career path, Care Project management along with TEBA and MDA came up with the idea of cre-ating a career fair. Named Open Days, these events became invaluable in open-ing the eyes of ex-miners to an array of alternative careers opportunities. One career fair was held in each province, and the project arranged and paid for trans-portation to bring workers and their spouses in from the villages. Trainers and suppliers set up information booths, and the fairs quickly took on the feel of a celebration as old co-workers reunited. Despite the successful awareness raising of the career fair, many ex-min-ers were still hesitant about choosing between the job training or the small-business training. While excited about the possibility of striking out on their own with a small business, most ex-min-ers lacked all but the most rudimentary financial skills required to run it. I sug-gested creating a program to teach them and their spouses basic financial skills. MDA was hired and paid to develop and provide a financial life skills course. Classes included how to operate a cal-culator, assess microenterprise oppor-tunities, and weigh the advantages and disadvantages of self-employment. At Von Wielligh’s insistence, trainers and counselors were professionally certified and, where possible, hired locally. These one-week financial life skills sessions, in conjunction with Open Days and group counseling sessions, helped workers and their families make two critical choices: who would take the training, the miner or another family member, and whether they wanted to train for new jobs or run their own businesses. The Network of Partners Gets to Work Those who chose new jobs were trained, and the project team used its extensive network of business con-tacts to help find openings for them. The project paid to give some miners on-the-job training with new employ-ers, saving the employer money and increasing the employability of Care Project trainees. Those who wanted to become entrepreneurs entered a program that familiarized them with microbusiness operations and helped them explore the market for their proposed business. TEBA, MDA, or their local subcon-tractors provided the training. With the vast geographic spread of the project, the support had to be cus-tomized based on local requirements and capacity. If, for example, a miner wanted to become a chicken farmer, the project paid for him to receive generic small-business training along with spe-cialized courses on the technical aspects of raising poultry. Whenever possible, trainees were introduced to local experts who could help them develop their businesses over time. The project connected a group of miners-turned-chicken farmers in Mozambique, for instance, with local suppliers of hatch-lings and chicken feed. After the Care Project was launched, I helped bring in a governmental part-ner, CIDA, which realized that working with Placer Dome could further its own poverty-alleviation agenda and influence the direction of the Care Pro-ject as well. CIDA provided $1.4 million, and also lent development expertise and credibility to the project. One condition of CIDA’s partici-pation was that South Deep develop an HIV/AIDS program. Placer Dome, in order to fulfill the requirements of CIDA funding, worked closely with TEBA to champion a new initiative to CASE STUDY 62 STANFORD SOCIAL INNOVATION REVIEW ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ www.ssireview.com PHOTOGRAPH COURTESY OF WAYNE DUNN
  • 6. Key Players and Roles Laid-off mine worker and family • Participated in program or selected family member to participate in training Placer Dome • Conceived and launched the project South Deep Mine • Provided $3.6 million in cash financing Care Project team • Day-to-day management The Employment Bureau of Africa • Member of project steering committee (TEBA) • Assisted with organizing Open Days Mineworkers Development • Member of project steering committee Agency (MDA) • Assisted with organizing Open Days Canadian International • Provided $1.4 million in project financing Development Agency (CIDA) • Provided development expertise World Bank • Awarded Development Innovation Award and $100,000 award to Placer Wayne Dunn & Associates (WDA) • Assisted with project design provide training and support to family members caring for dying workers. The AIDS home-based care program was designed and led by TEBA. Von Wielligh participated in the concept development and helped the project to gain broad industry acceptance through informal advocacy among his peers in other companies. Placer Dome paid for my consultancy’s efforts to gain more legitimacy and funding for the initiative by entering it in the World Bank Development Marketplace com-petition. Today, all South African gold mining companies participate in the • Provided management/corporate support • Project management • Responsibility for quality control • Managed outreach/fieldworkers • Contracted with and paid for TEBA and MDA’s participation • Managed all southern Africa relationships • Office space for fieldworkers • Provided training facilities • Identified/contracted training providers • Developed and managed AIDS home-based care program • Provided training facilities • Identified/contracted training providers • Lent credibility to the project Dome/TEBA home-based care project • Gave global profile to the project • Negotiated partnership with CIDA • Managed World Bank competition entry • Provided ongoing strategic consulting, and facilitated stakeholder communications program and fully cover its costs, about $500,000 per year. Success Stories Slowly, the Care Project team’s perse-verance began to pay off. Skepticism dissipated as some laid-off workers began getting new jobs, and others started setting up small businesses. In Lesotho, a young woman opened an electronics repair shop, and a school to teach others her skills. Several ex-miners in Mozambique decided to grow vegetables for the market in Maputo, the capital. After taking the financial skills course, another worker went back to his village, an hour away from the nearest retail outlet, and saw an opportunity. He opened a small general store in his house, making a living for himself and sparing local women and children a long walk to purchase supplies. He has since parlayed his shop into several other local businesses, and serves as an entrepre-neurial role model for others. Not everyone was successful; some tried hard and didn’t make it. But many did succeed, making a differ-ence for their families and setting an www.ssireview.com ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ STANFORD SOCIAL INNOVATION REVIEW 63
  • 7. example for their neighbors. Bottom Line The Care Project ended in December 2003 after virtually all the laid-off min-ers had been contacted. Outreach workers had made 3,251 home visits and registered 2,232 participants. Although this was less than the 70 per-cent participation rate we had initially sought, we considered the project suc-cessful. Of those who registered, 56 percent were still making at least $100 per month in October 2003 – well above the subsistence-level wages com-mon in the rural areas where they lived. We project that the average ben-eficiary will earn about $1,000 per year, comparing favorably to the per worker program cost of $1,667. Placer Dome had contributed $3.6 million in cash, as well as management time and corporate resources. The AIDS home-based care project has supported nearly 2,200 families and trained over 400 village care supporters in its first two years. In 2002, the home-based care project won the World Bank’s Development Innovation Award – the first time a private-sector social responsibility project had done so. The Care Project won the 2004 Nexen Award for Excellence in Corporate Social and Ethical Responsibility, given annually to the top Canadian corporate social and ethical project. The results of the Care Project have been a welcome surprise for the South African government. “When [the mine] laid off 2,500 workers in 1999, we expected it would be similar to other retrenchments, where the workers and their families received little support other than some on-mine training for the worker,” said Kgosietsile Mogaki, social plan director for the South African Ministry of Minerals and Energy. “However, we have witnessed the Care Project making life-changing impacts, helping workers and their families to Care Project coordinator Willem le Roux observes the collection of registration information from the wife of a former mine worker. develop alternative incomes. Today [the government sees] the Care Project as an example that we encourage other mines to follow. The Care Project has changed the social face of the South African mining industry.” For Placer Dome, the Care Project produced a strong relationship with unions and the South African govern-ment, plus a global reputation as a leader in corporate social responsibility. For me, the project demonstrated how the private sector can work proactively with development partners such as CIDA to accomplish what neither of them could do individually. Development agencies and private firms have common interests. Devel-opment organizations have a mandate to alleviate poverty and inequality in the developing world. International business, especially in industries such as mining, is under increasing pres-sure to demonstrate that it can create social value along with shareholder value. In much of the world, social value is synonymous with easing poverty and increasing equality. CIDA and other development agencies have extensive experience designing and implementing devel-opment projects, but their funding is limited and, with the increase in pri-vate investment in recent years, their relative influence in developing economies is shrinking. Multinational businesses like Placer Dome have well-developed logistics and project exe-cution skills; often they have infra-structure and managers in isolated areas (where mines are located) as well. As the Care Project demon-strates, there are significant synergies that can be achieved when these two sectors collaborate effectively. WAYNE DUNN holds an M.Sc. in management from the Stanford Graduate School of Business and is the founding partner of Wayne Dunn & Associates Ltd., a Canadian con-sulting firm that helps private and public sector clients worldwide address sustainability and social development issues. Dunn has worked on more than 40 social licensing projects in 26 countries on six continents. He can be reached at wayne@waynedunn.com. 64 STANFORD SOCIAL INNOVATION REVIEW ~ FOR PERSONAL USE ONLY ~ DO NOT DISTRIBUTE ~ www.ssireview.com PHOTOGRAPH COURTESY OF WAYNE DUNN