20 years working with communities undergoing complex social change on four continents, and nine years as a social assessor of extractive and agroforestry projects. Has helped dozens of extractive companies manage company/community dynamics and build strong relationships with their communities.
Combines line management experience on billion-dollar mega projects with multinational director-level experience; guides investors and managers through international social performance standards.
Projects in both Congos, Burkina Faso, Liberia, Guinea, Ethiopia, Mauritania, Turkey, Mongolia, Uzbekistan, South Africa, Madagascar, Peru, Chile, Panama, Guatemala, Bolivia, Indonesia, Vietnam, the Philippines, Canada, the United States, Sweden and New Caledonia.
Experience resolving community-project conflict prompted his involvement in groundbreaking UN Global Compact work on conflict and revenue transparency.
Companies and organizations that ignore or execute poorly in social performance management face the following risks:
Projects may be delayed or halted because of conflicts with the community. That’s a particularly big issue when the asset is a mine or a forest, something that can’t be moved. In the worst case, the conflict may turn violent.
Conflicts are prolonged or recurring because companies failed to investigate, understand and address their root causes.
Senior managers spend too much of their time trying to “fix” the situation instead of managing the actual projects.
Companies can lose money on projects because of the conflicts. Smaller organizations may lose assets and even go under.
Companies' reputations are damaged; how they conduct themselves in other countries shapes their public perception worldwide.
Companies and organizations that embrace and execute well in social performance management have the following opportunities:
Effective social performance management identifies problems before they become crises, which keeps projects on track and reduces the risk of conflicts that could be damaging and expensive.
Companies are able to build relationships of trust and open channels of communication with local communities where they have projects, giving them a competitive advantage over other companies that want to work in the area.
Companies with successful social performance management track records have enhanced access to funding from international organizations such as the International Finance Corporation or other international financial or development institutions.
Companies with successful social performance management track records are almost always good places to work and become preferred employers.
Integrating social performance management into a company's standard way of doing business makes it part of everyone's responsibility, instead of isolating it. And that is the most effective way to assure that initiatives succeed.