By Mario Huapaya Nava
Social sustainability, along the same lines as environmental sustainability, starts by recognizing that the intervention of mining activity has an impact that must be managed, but with the advantage that if we manage to do it well, not only is the social fabric not disturbed, but it is possible to transform it positively and permanently.
Of the countless challenges pending for mining in Peru, perhaps one of the most strategic is how to ensure that projects are equitably successful over time, understanding equity as generating profitability for shareholders while contributing to the sustainable development of the country, but above all of the places where they are located, which are usually far away. Although development is mainly the responsibility of the State, which plans it, manages the wealth and allocates resources, more and more actors are taking on important roles to contribute to this objective.
On the other hand, the reference to time evokes the urgent need to overcome short-term investments/social consensus and turn mining revenues and social investments of companies into autonomous and lasting sources of productivity, growth and welfare. Mining by its very nature has a defined time horizon and the society that hosts them has to prepare for their eventual absence and that of their investments.
Social sustainability, along the same lines as environmental sustainability, starts by recognizing that the intervention of mining activity has an impact that must be managed, but with the advantage that if we manage to do it well, not only is the social fabric not disturbed, but it is possible to transform it positively and permanently.
In Peru, despite the ups and downs, pending projects and difficult situations, we have been able to maintain a generally successful mining industry in social terms. However, it is imperative to continue innovating, learning and evolving in stakeholder relations and offering better spaces for dialogue and joint construction of development visions.
In one way or another, most of the companies in Peru have intelligently overcome the mere effort of complaining and waiting for the rule of law or the authority of the day to resolve their social relations. Although State intervention is essential when conflicts escalate out of control, private companies have been incorporating into their social practices better tools and strategies to tune in with their territorial spaces.
The three trends that could summarize the new frontiers of social innovation and those that could be replicated or scaled, without prejudice to others that exist and in charge of deepening each one would be.
- Transparent and collaborative relationship with the authorities, especially at the subnational level regarding territorial development.
- Strategic alliances of companies in the same area, and organic alliances with civil society organizations, academia and mining suppliers and;
- Closing gaps in intercultural dialogue and gender promotion.
Regarding the first, which is perhaps the most critical, we must begin by recognizing that no intervention, strategy or social investment is truly sustainable over time without some expression, vehicle or agency of the State assuming the responsibility of maintaining, investing in and developing it.
For this to happen, it is necessary that the actors overcome the barrier of distrust and transparently agree not only on the resources for their design, implementation and initial and short-term operation, but also on a self-sustainability forecast that translates into investments in their operation and maintenance in the long term. In the same sense, it is necessary to agree on how to integrate the social investments of the companies in the local public development plans, in the public planning instruments and how they contribute to the territorial development, otherwise, there is a risk that it becomes a source of conflicts, corruption and more inequity.
On the same level and transcending projects, there is also room in this component for companies to genuinely and honestly concern themselves with improving the performance of local authorities and consequently help to strengthen their institutional framework, profiles and tools. The better the public counterparts, the better the projects, and the less bureaucracy and corruption.
In short, if we want a socially healthy industry, it is in the hands of all stakeholders to innovate and move from license compliance to investing and taking more active roles in development.
