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4 | Social Matrix | 1 (Lower Risk) | 2 (Moderate Risk) | 3 (Higher Risk) | |||||
5 | External Governance and Social Licence | Stable conditions for operations: Low conflict, high acceptance and/or approval of asset -Limited to no currency fluctuations (stabilized currency) -Leadership changes infrequently and/or according to due process -Unlikely to have human rights violations | Relatively stable (sometimes unpredictable) conditions for operations: Occasional conflict, general acceptance and/or approval of asset -Some currency fluctuations and/or fluctuations in line with global events -Leadership changes frequently and/or not necessarily according to due process -Potential for human rights violations | Unpredictable or uncertain conditions for operations: Frequent conflict, limited to no acceptance and/or approval of asset -Frequent currency fluctuations (destabilized currency) -Leadership changes frequently and/or no due process in place -Higher potential for human rights violations | |||||
6 | Regulatory | Formal social closure regulatory requirements: -Social closure and/or transition plan required -Closure planning engagement required | Limited social closure regulatory requirements (although social closure considerations may be strongly encouraged) -Aspects of social closure planning required -Some closure planning engagement required -Aspects of closure planning engagement may be required | No social closure regulatory requirements: -No social closure and/or transition plan required -No closure planning engagement required | |||||
7 | Local Capacity/Dependency on Asset (labour force) | Limited local dependency, high local capacity -Local economy readily supports alternative employment -High skills capacity to support alternative employment -Asset has assessed transition needs and readily support skills development to meet those needs -Good quality primary and secondary data and socioeconomic impact assessment executed | Moderate local dependency and capacity -Local economy has some alternative employment opportunities -Some skills capacity to support alternative employment -Asset is aware but has not formally assessed transition needs and may have programs in place to meet those needs -Desktop socioeconomic impact assessment executed | High local dependency on the operation, low local capacity -Local economy does not support alternative employment -Low skills capacity to support alternative employment -Asset not aware of transition needs and does not support skills development to meet those needs -No socioeconomic impact assessment executed | |||||
8 | Social and Cultural | Low socio-cultural impacts and/or strong integration of cultural components in the asset -No Indigenous peoples within asset area -Archaeological and cultural heritage elements are known by the company or assessed -Socio-cultural impacts are known by the company or assessed -End land uses are defined | Some socio-cultural impacts and/or some efforts to integrate cultural components in the asset -Unclear or contested whether Indigenous peoples are within the asset area -Archaeological and cultural heritage elements may be known by the company but are undocumented -Socio-cultural impacts may be known by the company but are undocumented -End land uses are discussed but not documented or defined | High socio-cultural impacts and/or limited integration of cultural components in asset -Indigenous peoples within asset area -Archaeological and cultural heritage elements are unknown by the company or not assessed -Socio-cultural impacts are unknown by the company or not assessed -End land uses are not defined | |||||
9 | Stakeholder Engagement and Social Licence | Formal stakeholder engagement processes are in place and the asset has obtained social licence: -Closure and post-closure vision and end land uses agreed upon with stakeholders (including asset workforce) -Rehabilitation methods align with the closure and post-closure land use -An up to date Stakeholder Engagement Plan (SEP) and/or policy guides operational and closure engagement with key stakeholders -Workforce engagement has occurred throughout the life of asset -Stakeholder feedback is formally tracked and incorporated into closure planning | Some stakeholder engagement processes are in place and the asset has obtained partial social licence: -Closure and post-closure vision and end land uses discussed but not yet agreed upon with stakeholders (including asset workforce) -Rehabilitation methods somewhat align with the closure and post-closure land use -An SEP and/or policy guides operational and closure engagement with key stakeholders and may requiring updating -Workforce engagement has occurred periodically throughout the life of asset -Stakeholder feedback is formally tracked | Limited to no stakeholder engagement processes are in place and the asset has struggled to obtain social licence: -Closure and post-closure vision and end land uses not yet discussed with stakeholders (including asset workforce) -Rehabilitation methods not determined and/or do not align with the closure and post-closure land use -An SEP and/or policy not yet in place and/or needs updating -Workforce engagement has not occurred throughout the life of asset -Stakeholder feedback is not tracked and/or informally tracked | |||||
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12 | 1 External Governance and Social Licence: External practices, processes or structures that affect how an asset proceeds with development, operations and closure. Social licence refers to the ongoing acceptance of the company's practices and procedures by stakeholders (including the public, employees, local communities) and shareholders. 2 Regulatory: Standards, guidelines and best practices through which a company proceeds with closure (which may include social closure and transition planning). This refers to government processes and Glencore requirements. 3 Local Capacity/Dependency on Asset: Local capacity refers to the knowledge, skills, and labour availability of local communities and/or workforce. Dependency is the proportion of local people who rely on the asset as a primary source of livelihood activity and/or income. 4 Social and Cultural: Social, community, and/or cultural dynamics, knowledge(s), and interests that may influence asset development, operations, and closure outside regulatory processes or requirements. 5 Stakeholder Engagement and Social Licence: Stakeholder engagement refers to the process for identifying interested and/or potentially affected parties, and communicating, analyzing, and addressing actions that are important to the asset's stakeholders. Social licence refers to the ongoing stakeholder acceptance of an asset to devleop, operate and close. | ||||||||
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14 | https://docs.google.com/spreadsheets/d/1L6Suw-deBeRZYvRObs99gRl8R1sTV7BQo2EbZRN2wvg/edit?usp=sharing | ||||||||