MINING AS A PARTNER IN SUPPORTING MORE INCLUSIVE AND RESILIENT SOCIETIES
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BUILDING
FORWARD BETTER
COVID-19 FRAMEWORK
MINING AS A
PARTNER IN
SUPPORTING
MORE INCLUSIVE
AND RESILIENT
SOCIETIES
Dave Prescott, Creative Director, The Partnering Initiative,
Danielle Martin, Adviser, ICMM, Zahid Torres-Rahman, CEO, Business Fights Poverty,
and Jane Nelson, Director, Corporate Responsibility Initiative, Harvard Kennedy School
2 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
ABOUT
T he Building Forward Better Framework presented in
this paper was developed as a collaboration between
the International Council on Mining and Metals (ICMM),
Business Fights Poverty (BFP) and The Partnering Initiative
(TPI), in consultation with the Corporate Responsibility
Initiative, Harvard Kennedy School. It is based on an
original framework developed by Business Fights
Poverty and the Corporate Responsibility Initiative.
ABOUT THE COLLABORATORS:
The International Council Business Fights Poverty is The Partnering Initiative is an
on Mining and Metals is an a business-led collaboration international NGO, founded
international organisation network focused on social in 2003, with the passionate
dedicated to a safe, fair and impact. For 15 years, it has belief that only through
sustainable mining and metals been bringing together effective collaboration among
industry. Bringing together 27 organisations and individuals business, government, NGOs
mining and metals companies to collaborate on questions and the United Nations
and over 35 regional and that matter to business, system, can we achieve the
commodity associations, it people and planet. Along shared vision of a prosperous
strengthens environmental with over 100 international economy, thriving societies
and social performance. companies, NGOs, universities, and a healthy environment.
It serves as a catalyst for and government bodies, TPI’s tools and guidebooks
change, enhancing mining’s it has a global network of have been used as the basis
contribution to society. Every around 30,000 professionals for multiple organisations’
ICMM company member who share their collective internal guidance and change
adheres to ICMM’s Mining insights to move the needle management, and its policy
Principles, which incorporates on pressing global challenges. pieces have influenced
comprehensive environmental, the United Nations system
businessfightspoverty.org
social and governance and international donors
requirements, robust site-level in their engagement and
validation of performance support of partnering.
expectations and credible
thepartneringinitiative.org
assurance of corporate
sustainability reports.
icmm.com
3
FOREWORD
T his document is a collaboration
between a group of
organisations that seeks to explore
the collective leadership of the
mining and metals industry in
rebuilding better in the wake of
COVID-19. It seeks to connect
the immediate crisis response
to the long-term sustainable
development challenges of communities and countries. This has
communities and nations, focusing included convening more than 30
calls with members and national and
on practical action, and opening community associations from across
up new collaborative opportunities the globe to share experiences and
within and beyond mining. learnings, and the posting of more
than 110 resources (tools, guides,
case studies) to the member hub.
There have also been several public
In March 2020, Business Fights
and industry events held to discuss
Poverty together with the Corporate
industry responses. This experience is
Responsibility Initiative at Harvard
reflected on a microsite, together with
Kennedy School published a Business
an initial COVID-19 response briefing.
and COVID-19 Response Framework
that sets out guidance for how
businesses can support the most
vulnerable across three areas of impact:
in their lives (health and safety),
LIVELIHOODS
livelihoods (jobs and incomes) and
LEARNING
learning (education and skills). The
LIVES
Response Framework sets out actions
that businesses can take through
their core business capabilities and
activities, community investment and
CORE BUSINESS
volunteering, and policy engagement,
advocacy, and support for institution
COMMUNITY
strengthening (see figure, right). INVESTMENT
During the same period, ICMM has
POLICY
been engaging its member companies ENGAGEMENT
and national associations in a range
of activities to accelerate member
learning and improve the flow of
Find the Framework rationale here
communications between members,
4 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
rebuilding actions but acknowledges
that the fluid nature of this pandemic
This current document means that there is not necessarily
brings together the BFP a linear path from one phase to
framework and ICMM’s another nor a clear line between
short- and longer-term responses.
original COVID-19 response
briefing, with the collaborative As well as the inputs described above,
it has benefited from rapid input
experience of TPI, to set out
from a group of member companies,
a framework for collective together with representatives of the
action by mining companies ILO and GIZ; a public discussion on
and other stakeholders in cross-industry solutions to COVID-19
as part of the Business Fights Poverty
response to COVID-19.
Online 2020 conference; and the review
and guidance of multiple individuals.
It is hoped that the framework will
This current document brings together
provide a focal point for engaging
the BFP framework and ICMM’s original
stakeholders within and beyond
COVID-19 response briefing, with
the mining industry, and ultimately
the collaborative experience of TPI,
contribute to the long-term impact and
to set out a framework for collective
resilience of the industry and mining
action by mining companies and other
communities in the face of current and
stakeholders in response to COVID-19.
future social and economic challenges.
It encompasses response, recovery, and
5
CONTEXT
A GLOBAL EMERGENCY
T he COVID-19 pandemic is an
ongoing global emergency with
extraordinarily far-reaching health,
Many countries that are
least prepared to respond to
economic, social, environmental and COVID-19 also happen to be
governance consequences. Many
highly dependent on mining.
countries are facing massive disruption
and uncertainty now and looking forward,
as the COVID-19 virus strengthens its The impact on livelihoods is similarly
hold in some regions, has yet to truly vast. As of July 2020, 93% of the world’s
take hold elsewhere, and seems set to workers were living in countries with
resurge in future waves. Its non-linear lockdown confinement measures in
place. Working hour losses for the
impacts are creating huge uncertainty.
second quarter of 2020 relative to the
last quarter of 2019 are estimated to
Many countries that are least prepared reach 14.0 percent worldwide (equivalent
to respond to COVID-19 also happen to 400 million full-time jobs).3 In
to be highly dependent on mining. many situations, people are unable to
‘Resource-dependent’ countries are implement physical distancing to protect
home to almost 30% of the global themselves and others against infection.
population, with 230 million people In the absence of public social safety
in these countries living in extreme nets or private health benefits, many
poverty.1 The contribution of mining people have no option but to go on
companies in supporting workers and working even if they are feeling unwell.
communities in these countries is critical,
especially where local government The impact on learning has been
capacity may be overwhelmed. enormously disruptive. The closure
of learning institutions worldwide,
The impact of COVID-19 on the lives, including schools, colleges, universities
health and safety of millions of and apprenticeship schemes, is causing
people has been and continues to be major and unequal interruption in
catastrophic, both directly and with students’ learning, disruptions in internal
numerous indirect mental and physical assessments, and the cancellation of
health complications and fatalities public assessments for qualifications.
resulting from scarce resources being The massive shift to online learning
diverted to address the pandemic as well has been partially successful at
as increased food insecurity and poverty. best, even in contexts where there
Health and social services in many are reliable internet and electricity
countries are struggling without essential supplies and where there are teachers
equipment, health workers are getting ill, with the capacity to provide effective
and access to treatment for non-COVID education in an online environment.
illnesses is increasingly challenged.2
In short, the COVID-19 pandemic
has caused a global systemic shock,
1 ICMM (2018), Social Progress in Mining-Dependent Countries: laying bare a variety of local, national
Analysis through the lens of the SDGs [PDF]. Available at http://
www.icmm.com/website/publications/pdfs/social-and-econom-
ic-development/180710_revised_spimdcs.pdf
3 ILO (2020) COVID-19 and the World of Work. https://www.ilo.
2 4SD/ WHO (2020) The Learning and Leadership we need to org/wcmsp5/groups/public/@dgreports/@dcomm/documents/
overcome COVID, with equity briefingnote/wcms_749399.pdf
6 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
and global systems failures and inequalities ALIGNING SHORT-TERM
that require urgent attention. For the most
vulnerable areas of the world, life before
RESPONSE WITH LONG-
COVID-19 was already a crisis, with people TERM RESILIENCE
and systems trapped in a continuous cycle
Mining companies have longstanding
of ‘response and recovery’, never reaching
experience of localised crisis response.
a lasting opportunity to ‘rebuild’. For
Drawing on significant experience, and lessons
mining, COVID-19 has caused companies
learned, from previous health emergencies
to reconsider the risks and benefits of
such as Ebola, tuberculosis, malaria and HIV/
local over global for workforces, supply
AIDS, mining companies are particularly well-
chains and investments and whether they
positioned to respond to the current pandemic.
have the skills to manage a rebalance.
Many mining companies have been present in
It has taken this unprecedented global
communities for several years, if not decades,
pandemic to create a sense of urgency to act
and most of their employees and contractors
in many people. Many of those in more stable
live in these communities. They usually have
societies have experienced for the first time,
well-established connections with those who
in a highly personal way, why it is intolerable
are hardest to reach, developed through years
for anyone to live in a state of continual crisis.
of undertaking structured social, environmental
The impact has been exacerbated in other ways and human rights impact assessments,
too that are likely to have long-term effects; consultations and other engagement processes.
injustices have occurred and gone unaddressed This allows them to work quickly and efficiently
because the world’s focus, and that of those with local community leaders, NGOs and
who may usually intervene or protest, has been governments to identify vulnerable households
on the pandemic; meanwhile funds directed to and deliver vital resources and care packages
not-for-profits that provide essential services to those who need it most. ICMM members
and safety nets for millions of people have been are drawing on these community networks
diverted to the pandemic potentially causing to share knowledge and deliver support on a
the cessation of those organisations’ services. range of critical issues arising from COVID-19.
It all points to why a collective, ongoing global
In addition to implementing highly rigorous
response is essential. It is against this urgent
standards and processes to protect employee
background that the mining industry can play
and contractor health and safety and ensure
a valuable role in partnership with others.
operational continuity, mining companies
Four key leadership imperatives and have made substantial financial and in-kind
principles for action are emerging: commitments to support host governments,
communities and the most vulnerable.
Aligning short-term response
with long-term resilience As of June 2020, ICMM company members
had donated more than US$315 million to
Developing a mindset for transformation global response efforts through COVID-19
funds and individual company donations to
Contributing to system-level
national relief efforts. Member companies
impact
have also been donating company facilities
Communication, coordination for use as field hospitals and testing centres,
and collaboration. providing access to clean water and sanitation
facilities, engaging in awareness-raising
campaigns on hygiene and other preventative
measures, providing food and care packages,
investing in online education programmes,
supplying medical transport vehicles, building
mechanical ventilators, 3D printing PPE
equipment, taking steps to avoid discrimination
against those who test positive for COVID-19,
and building labs and creating testing
capacity to support government responses,
especially where public capacity is limited.
7
The table below sets out some of the reasons why, at its best, the mining
industry has such an important role to play in the COVID-19 response and
longer-term efforts to rebuild and strengthen community resilience.
Some lessons and know-how from Potential broader relevance for
leading mining and metals companies ‘rebuilding better’
Protecting the health and safety of …the business case for thinking about
employees, including employees’ families, host health protection beyond employees to
communities, suppliers and contractors… also include employees’ families, host
communities, suppliers and contractors.
Building effective relationships with, and supporting …recognising the critical role played by local
the strengthening of, sub-national governments authorities in crisis response (for future waves
and municipalities which lack capacity… of the pandemic and other emergencies).
Building effective relationships based on trust …prioritising the needs of the most vulnerable in
and respect with vulnerable communities, society, including protecting their livelihoods.
including migrant workers…
Infectious disease control learned from …knowing how to manage the spread of infectious
managing Ebola, HIV/AIDS, TB… diseases for which there is/was no cure.
Using a multiple-decade investment horizon; …thinking about the long-term resilience
capacity for long-term, systems-level thinking… of public health systems and explaining
why it matters to business.
Establishing corporate community …taking a responsible stake in the long-term social
foundations with long-term, regional social and economic development of regions and nations.
and economic development objectives…
Building effective relationships with workers’ organisations ……recognizing the important role they
that are crucial in supporting workers in times of crisis… play in understanding, communicating and
negotiating needs and obligations.
Responding to the challenges of automation, …identifying practical ways to reskill, retrain and build
digitisation and remote working as part of the new enterprises following mass unemployment and
‘mine of the future’, and supporting economic major structural shifts in employment patterns.
diversification across the mining life cycle…
Developing new water and energy supply …ensuring continuity of access to basic services for
infrastructure that is also made available to communities, strengthening the capacity of other
communities; investing in renewable energy; stakeholders to provide this access, and supporting
investing in water and energy efficiency… community resilience to climate change.
Being transparent about tax payments1… …increasing trust in powerful societal actors.
1 As an example of tax transparency: in a survey conducted by PwC for ICMM on member payments of corporate income tax and royalties between 2013
and 2017, it was found that companies had paid over US$100 billion to public finances in the 50 countries they operate in. See also EITI.
8 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
crisis in the first place or that exacerbated
its impact – and to act with the same sense
of urgency, even when the immediate, visible
manifestations of a crisis have passed.
Figuring out how to align and connect
short-term response capability with long-
term structural considerations is going to be
especially important as mining companies,
host countries and communities face different
phases of COVID-19 in different operations
in different parts of the world. There is not a
linear transition from response to recovery
to rebuilding: these three different phases
are occurring in multiple, simultaneous and
diverse ways, with different timing and often
resurgence, depending on the location.
Equally, the pandemic is highlighting and
exacerbating structural inequalities based
on race, ethnicity, gender and wealth. At the
same time, a key structural inequality the
mining sector faces is the regional and remote
divide. To be effective, response, recovery and
rebuilding initiatives must directly address
these inequalities and vulnerable groups. Box 1
(overleaf) illustrates some of the issues that
need to be addressed with respect to gender.
The pandemic is highlighting DEVELOPING A MINDSET
and exacerbating structural FOR TRANSFORMATION
inequalities based on race, Just as COVID-19 has shone a light on
the multiple structural inequalities in our
ethnicity, gender and wealth. economies and societies, it has also, in many
To be effective, response, cases, reinforced the business case for mining
companies to transform and accelerate
recovery and rebuilding changes that were already underway in
initiatives must directly the mining industry (see box 2, below).5
address these inequalities These included the major structural changes
and vulnerable groups. towards greater automation, digitisation
and increased remote working, as well
as the shift towards greener economies;
also a growing focus on ‘benefit sharing’,
resource nationalism and local over global for
Of course, the ability to respond quickly and
workforces, supply chains and investments.
effectively to emergencies is not unique to
The much-used word ‘transformation’ also
mining. It is clear that many organisations
speaks to the deeper shifts taking place
act and collaborate more quickly and more
in mindsets and ways of working – raising
effectively during times of crisis.4 Equally,
questions that go right to the purpose of
it is not sufficient for any industry, indeed
mining companies. Mining is well positioned
for any part of society, simply to be able to
to play a role in the long-term transformation
respond when a crisis hits. It is necessary
of societies and economies: and mining
to address the underlying structural
itself is being transformed in the process.
weaknesses and inequalities that led to the
5 ICMM (2020): COVID-19 crisis will bring lasting change to the mining
4 TPI (2020) Fighting side by side against COVID-19 industry
9
BOX 1: MINING AND Gathering gender-disaggregated data on impacts
can help shape rebuilding efforts and inform
GENDER community investment. ‘Gender-smart’ strategies
Various studies have identified that women are can lower the costs of procurement, such as PPE.
at higher risk of exposure to COVID-19 because
Local (women-owned) businesses may have
they are the majority of workers in the global
the capacity to assemble masks or distribute
health and social sector, and customer service
hand sanitiser, soap or disinfectant to nearby
and hospitality workforces, as well as being
communities, for example. Companies’ assistance
mostly responsible for caring for children, the
in facilitating these contracts can result in small
elderly and the sick (at work and at home).
business competitiveness, negate the need for
They are also likely to be more vulnerable to
procurement from the global supply chain, and
economic shocks from the pandemic because
contribute to rebuilding local economic resilience.
they hold more low-paying, part-time, informal
or non-paid (housework, child rearing) jobs and A partnership between the International Finance
are less likely to return to their prior income Corporation (IFC) and the Government of Canada,
levels (evidenced from the Ebola epidemic). is training farming families in mining communities
in Peru to adopt improved agricultural, nutritional
As mining continues through the COVID-19
and health practices. Using a collaborative, public-
pandemic, mining companies can take a
private model, the training and capacity building is
leadership role in promoting gender-inclusion as
being delivered primarily to women and to enable
part of the rebuilding effort. Moreover, companies
them to utilise new agricultural technologies. It
that address gender-specific vulnerabilities in their
has increased the empowerment of the women
rebuilding approaches are likely to amplify their
involved, increased household incomes, reduced
effectiveness. Supporting childcare and remote
food insecurity and improved livelihoods.
and flexible work schedules help women (and
men) to balance domestic responsibilities with Source: CommDev
work. Promoting inclusive health messaging that
is nuanced to reflect the different roles and risk
factors for women can help to protect women.
Promoting inclusive health
messaging that is nuanced
to reflect the different roles
and risk factors for women
can help to protect women.
10 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
development partner, an ‘anchor institution’
“The COVID-19 pandemic is the for a local economy.7 The industry provides
jobs and other development benefits in
greatest threat to global health
mining-dependent countries and the remote
in a century, bringing with it communities where many operations are
inevitable social and economic located, and its products are at the start of
stress in varying forms across all the supply chains that feed almost all aspects
of everyday life — from agriculture and
our countries of operation. Aligned healthcare to energy supply and transport.
with our Purpose – re-imagining
Just as mining-dependent governments will
mining to improve people’s continue to rely on export earnings, mining
lives, we have defined our role in supply chains and tax and royalty payments
preventing, responding to, and to help shore up their economies, it is clear
that the world’s demand for mining and metals
recovering from the effects of products is not likely to reduce any time soon.
the pandemic, whilst protecting As coal is phased out and renewable energy
the integrity of our business. phased in, the profile of key commodities and
products will change, but overall demand is
The health and safety of our likely to increase.8 And, since many of the
most accessible sources of minerals have now
employees, their families and
been extracted, mining operations are often
communities are important to located in some of the world’s most biologically
Anglo American. We therefore sensitive and socially marginalised regions.
This means that the mining industry has a
quickly developed and implemented
relationship with, and special commitment to
our WeCare global response
programme to support the lives 7 ICMM (2020) COVID-19 and mining dependent countries
and livelihoods of our workforce 8 World Bank (2020): Minerals for climate action: The mineral intensity of
the clean energy transition
and host communities through
this time, and help address the
health, social and economic impact
BOX 2: THE BUSINESS CASE
of the COVID-19 pandemic.” FOR TRANSFORMATION
Cas Badenhorst, Anglo American In determining which contribute to
actions to pursue in climate action, water
responding, recovering preservation, energy
and rebuilding from transformation?
COVID-19, companies
Many governments are looking to mining as help companies
might look to the value
one of the key sources of revenue and stability reimagine work,
drivers of transformation
in these uncertain times. Some countries are to guide decision making. workers and the
so heavily reliant on mining that governments Companies might workplace?
depend on the ongoing viability of mines ask, what actions:
advance companies’
to protect national economies during the
contribute to a analytical and AI
current and future uncertainty. Governments in
differentiated decision making
Canada, Australia, South Africa, the Philippines, aspirations?
operational strategy?
Peru, Brazil and Colombia, for example, have
declared mineral exploration, processing, contribute to long- advance digitisation
and related supply of goods and services, term sustainable across the company
as ‘essential services’.6 Mining’s multiple- social outcomes and and supply chains?
decade commitment to specific locations provide opportunities
satisfy increased
often make mining companies a dependable for collaboration?
demand for
advance equality, provenance and
6 Intergovernmental Forum on Mining, Minerals, Metals and Sustainable
Development (2020) The Impact of COVID-19 on Employment in Mining diversity and product stewardship?
inclusivity?11
highlighted and exacerbated deep-seated structural
“For a sustainable and lasting inequalities and system failures in many countries.
positive impact of industry to
Health systems, even in OECD countries, were not
happen in a place, industry needs a
prepared for a pandemic of this scale and global
different mindset from the recovery scope. In many cases they are inadequate to deal
and response mindset. It needs with a combination of COVID-19 alongside other
infectious and chronic diseases and the ongoing
different forms of stakeholder
need for improved maternal and childcare.
engagement, a commitment to Likewise, food systems in many cases have been
getting things done more slowly – struggling to link producers with consumers.
and sometimes more painfully – if The World Food Programme estimates that
acute hunger could almost double by the end
needed, to ensure that governments of 2020 as a result of the pandemic, putting
and institutions are truly on board.” an additional 130 million lives and livelihoods
at risk.9 Social protection systems have also
Janne Kaiser-Tedesco, GIZ proven to be inadequate in many countries as
millions of people find themselves out of work
or earning lower incomes. The lack of financial
and economic resilience in both households and
communities is likely to worsen in the absence of
communities that is rare in the private sector.
concerted joint action by the public and private
As such, expectations from both communities
sectors. Stark inequalities in digital inclusion
and governments are likely to continue to grow.
have become impossible to ignore – both from
The industry will need to work strategically with
the perspective of small and micro-enterprises
local partners to strengthen institutions and
and smallholder farmers as well as students
public services, address structural inequalities
and workers trying to gain employable skills.
and transform economic and social outcomes
Meanwhile, the ongoing march of climate change
in a manner that has measurable business
and its negative consequences for vulnerable
benefits as well as development impact.
populations continues to point to a need for
Until now, mining has arguably not harnessed more resilient and low-carbon energy systems.
the formidable array of resources, capacities
and experience at its disposal, to benefit
the widest possible range of stakeholders
across entire value chains. At the same
time, mining’s stakeholders and partners
can do even more to play their own role in “The COVID-19 pandemic has held
leveraging their capabilities and partnering a mirror up to us all, exposing
with the industry to show how this ‘formidable
array’ can be put to work for the broader
inequalities and vulnerabilities
public good. As leading companies have throughout society. We need to
demonstrated time and again, effective focus on the critical importance of
collaboration depends on creative
cross-sector collaboration in order
combination of resources, through trust-based
relationships, towards shared objectives. to build forward better towards
a greener, more equal, and more
resilient future post COVID-19.”
CONTRIBUTING TO
SYSTEM LEVEL IMPACT Nicky Black, ICMM
There will continue to be a crucial need for
individual community-level projects and
programmes supported by individual mine sites
or companies. At the same time, the pandemic
has reinforced more than ever, the need for
system-level solutions. As outlined above, it has 9 World Food Programme (2020): Risk of hunger pandemic as coronavirus set
to almost double acute hunger by end of 2020.12 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
“We need to look at transformation
of partnerships, also transformation
around skills networking. There is
specific subject matter expertise in
mining (i.e., aspects of health) that
even some governments don’t have
access to, so we can create new
partnerships to transfer skills, to
make them available to government
where they don’t have the money or
the will to create that capacity.”
Cas Badenhorst, Anglo American
Addressing systemic challenges is primarily
the responsibility of governments. In many and community partners are:
situations, however, governments lack the
resources, capabilities or political will to Local and national economic
address such deep-seated issues that require diversification initiatives.
multi-dimensional solutions and long-term
Financial inclusion and
timeframes.10 Mining companies can work
resilience, especially for small
collectively with each other and with leading
and micro-enterprises.
corporations in other sectors, especially
agribusiness, digital tech companies, financial Skills development and diversification,
institutions, energy, infrastructure, consumer including digital and other
goods and health companies, to help address technology-driven skills.
at least some of the systemic challenges that
have been thrown into sharp relief by the Digital inclusion initiatives to improve
pandemic. Such structural challenges will lives, livelihoods and learning.
continue to undermine lives, livelihoods and
Strengthening local health systems,
learning in the future, even in the absence
clinics and community health workers.
of future shocks such as climate change,
new pandemics and financial crises. Supporting local or national
public health awareness and
There is also an opportunity for mining and
hygiene programmes.
other companies to work in partnership
with some of the global donor-led or Strengthening local food systems,
national government-led relief and stimulus security and nutrition, especially small-
packages that will be implemented over scale farming, processing and retailing.
the coming months and years to make
sure that there is sufficient support Investing in shared infrastructure
directed towards strengthening local initiatives to enhance energy
institutions and community-led efforts access, transportation and
and to reach vulnerable people. watershed management.
Eight areas where there is potential
for increased collective action by
mining companies alongside other
businesses and government or NGO
10 Lisa Dreier, David Nabarro and Jane Nelson (2019) Systems Leadership
for Sustainable Development: Taking action on complex challenges through
the power of networks.
See also Jane Nelson (2020) Coalitions for Change: Collective action to drive
scale and systemic impact. (Forthcoming)13
COMMUNICATION,
COORDINATION AND “We don’t know what we don’t know
COLLABORATION about what other sectors have tried.
A ‘transformation’ mindset and efforts to We are trying to understand what
achieve system-level impact requires new we don’t know. Finding opportunities
forms of communication, coordination and
collaboration, at multiple, linked levels:
to have cross-sector learning is
something we have not done well
within mining companies, to ensure
that short-term site-level crisis response
up until now. Big miners have tried
action is strategically linked wherever a lot of things – some have worked
possible to long-term structural and well, and some have not – being
systemic priorities, and looking at both
transparent about both sides is
upstream and downstream opportunities;
useful, and cross-sector conversation
between mining companies, to ensure
at the grassroots level is important.”
that collective action and collective policy
engagement advocacy, in service of the
Nick Cotts, Newmont
most vulnerable, takes place wherever
possible, and to ensure that the leadership
examples of the most responsible companies
are followed by others including smaller
companies and state-owned enterprises; diverse perspectives join together, such
as mining and technology companies,
across industries, to ensure that those
or mining and insurance companies, or
industries closely related to mining such as
mining and agribusinesses (see box 3).
agriculture, manufacturing, construction
and infrastructure, are also looking between stakeholders, so that mining
‘beyond the fence line’ to harness the companies partner much more
extraordinary potential that comes when systematically with governments,
NGOs, UN agencies, foundations, social
enterprises, academia and others to
minimise the risk of future crisis and build
the resilience of the most vulnerable.
“Those of us who have been
responsible for outbreak responses This mindset and way of working calls for an
have learned that we have to make unusual and paradoxical form of leadership
which combines courage and humility; the
a point of working together in ways commitment to act with a dedication to
that recognize our interdependence listening and learning; and a determination
and reflect our respect for each other. to be proactive and decisive coupled with
a recognition that no single entity or sector
This applies regardless of who we has all of the answers.11 A willingness and
are, the nation we come from and our appetite to look ‘beyond the fence line’ does
affiliations. We have learned that we not come easily in all cases, especially in
an industry where incentives, training and
do best if we are willing to share what
experience do not always encourage that way
we know (and do not know) openly of working. Box 3, below, shows how mining
with each other and do all we can to and agriculture could connect more effectively.12
ensure that no person, no community
and no nation is left behind.
David Nabarro, Special Envoy to the
11 See for example the ‘systems leadership mindset’ on p. 3 of Systems
World Health Organization Director Leadership for Sustainable Development.
General on COVID-19 12 4SD/ WHO (2020) The Learning and Leadership we need to overcome
COVID, with equity14 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
BOX 3: BETTER CONNECTING
MINING AND AGRICULTURE
The crisis has highlighted an have long lifecycles and thus Moving forwards, since many
opportunity that has long existed a long-term presence on the mining operations are based in
but that may become more land. Understanding regional areas where agriculture forms the
urgent in the effort to recover development plans and the basis of the rural economy, there
and rebuild stronger economies contributions of the different are many potential synergies with
and communities. This is the sectors is a critical ingredient in agribusiness companies that are
opportunity for mining and long-term, land-based economic also interested in building long-
agricultural companies to development and sustainable term community resilience.
collaborate to reduce poverty livelihood projects. Aligning
and strengthen communities around social investment and Further information: A shared role
through landscape-wide and community development in poverty alleviation and land
land stewardship initiatives. approaches can strengthen stewardship, WBCSD. Thanks to Ruth
dialogue between companies, Thomas from the Global Agribusiness
Mining companies have included sectors and governments; provide Alliance who featured on a panel
investment in small-scale farming a focus for donors interested alongside ICMM at a Business Fights
in their efforts to contribute to a in livelihood or micro-finance Poverty event convened during the
sustainable post-mine economy programmes, for example; development of this document.
for decades, both as a part of and be more impactful where
community development and shared or complementary
mine closure programmes. Mining resources are leveraged.
and agri-business companies15
A FRAMEWORK FOR
PRACTICAL ACTION
The remainder of this report sets out some of the practical actions that are being
taken by mining companies now, and could be taken going forward. They cover short-
term, reactive response and recovery, and long-term, proactive rebuilding actions,
across three areas of: lives (health and safety), livelihoods (jobs and incomes) and
learning (education and skills). This Building Forward Better Framework sets out
actions across core business capabilities and activities; strategic community investment;
and policy engagement, advocacy and support for institution strengthening.
RESPOND AND RECOVER
SHORT-TERM ACTIONS
ACROSS ALL DIMENSIONS
LIVES, LIVELIHOODS & LEARNING
Document and share the Where possible, align short- ongoing training for staff in use
results and lessons learned term response and recovery of equipment so the benefit
from short-term actions to and long-term socio-economic will stretch beyond COVID-19
enable replication elsewhere. development priorities, and enable hospitals to better
eg donating equipment to manage other diseases.
hospitals while also providing16 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
ACTIONS LIVES: LIVELIHOODS: LEARNING:
HEALTH & SAFETY JOBS & INCOMES EDUCATION & SKILLS
CORE BUSINESS Ensure health and safety of employees, Extend access to paid sick leave, support Help employees with
contractors and other stakeholders remote working, and support hourly training, new digital skills
Put people first.
directly impacted by the business, employees and contractors financially. and opportunities as work
Identify vulnerable
prioritising the most vulnerable. patterns shift.
stakeholders in the Support small-scale suppliers by, for
company’s operations, Work with suppliers to repurpose example, changing payment terms and Increase access to digital
value chain and manufacturing facilities to support conditions to address short-term cash learning platforms and video
communities. Identify response. flow issues. conferencing technology,
the most salient and explore collaboration
Leverage and repurpose other corporate Maintain rigorous ethics and compliance
human rights and opportunities with data
capabilities and assets such as systems to limit increases in price
economic risks they providers.
laboratories and health centres. gouging, counterfeiting, corruption and
face and develop
other unethical activities that damage Provide advice and learning
plans to address these Contribute to the development and
smaller businesses and low-income resources to small businesses. in
through enhanced sharing of testing facilities.
consumers the most. the community.
policies, processes,
products, services, Give returning employees and rotating
Provide small business suppliers or Share socio-economic
technologies, employees departing for home access to
retailers with health information and information to help
financing mechanisms mental health and wellbeing tools, and
resources to use with their employees governments and other
and business models. health and safety programmes.
and/or customers to help them organisations to understand
Help disseminate evidence-based safely reopen. potential weakness, gaps, and
information on health and tackle the areas requiring support. and
spread of misinformation on COVID-19 work to ensure a digital divide
and vaccine use. does not preclude equitable
stakeholder engagement and
consultation.
COMMUNITY Prioritise the food security, shelter, health Provide cash grants or emergency loans Provide money, food
INVESTMENT access, and water and sanitation needs to small businesses. programmes, technology,
of the most marginalised stakeholders, transportation etc. to keep
Explore ways to Support enterprise development
including minority-owned suppliers, children at school or enable
leverage strategic programmes and community-based
Indigenous and low-income communities online learning during the crisis
community economic diversification and financial
and migrant workers. and economic hardship.
investment services organisations, focusing on areas
and employee Provide ambulances, access to company worst hit by the crisis. Provide free access to learning
engagement to health facilities, hygiene supplies, medical content and platforms for
Bring capacity (knowledge/expertise) to
support the most equipment and PPE to health authorities. children, as well as for workers
ensuring small business viability during
vulnerable and ensure and others in the community.
Contribute to community PPE needs either crisis and beyond.
that community
through donated PPE or by accessing Support local learning/
voices are heard. Help SMEs to understand what support
mining supply chain and purchasing power. education initiatives that
is available and to apply for bank loan
enable continuity of provision
Support health and social workers to reach concessions, government grants, etc.
by colleges, higher education
work by donating food, PPE equipment
institutes and apprenticeship
and other resources, and providing buses
schemes.
and other forms of transport.
Support organisations that train
Provide flexible, emergency or unrestricted
and empower teachers and
support grants to non-profit organisations
other education providers.
working on the health crisis and other
social challenges at the community level
such as food banks and shelters.
Support workers’ and wider community
access to COVID-19 testing and the vaccine
when it becomes available, especially for
those who are most vulnerable.
POLICY Engage with governments to understand Advocate for governments to support Work with governments and
ENGAGEMENT and mitigate food security risks alongside better workers’ protection, small other partners on supporting
health risks. businesses and social safety nets as part teacher training and ensure that
Engage in policy
of economic support packages. low-income households and
dialogue, awareness- Work with governments to support the
students have better technology
raising and institution- science-based phased easing of lockdown Advocate for trade and open borders for
access.
strengthening measures. essential products and services.
partnerships to Seek to bring governments into
Support government efforts to reduce Make the case for governments to
support those who partnerships on digital inclusion,
post-lockdown risks via, for example, incentivise new working patterns such as
are most vulnerable. encouraging governments to
extended testing and contact tracing. staggered work times, flexible working
co-fund or host learning content
and remote working to ease the transition
Engage governments and workers’ and learning platforms for the
back to work and reduce pressure on
representatives to review required most vulnerable.
public transport.
hygiene and other occupational health
and safety measures and procedures in Ensure that ongoing economic relief
different mining contexts to enable safe packages support the most vulnerable
working options. households and small businesses.
Work with governments to ensure mining
taxes and royalties are directed to social
services and areas of greatest need.17
COMPANY EXAMPLES *
*member
The following brief examples represent a small selection of actions that ICMM
companies are taking with communities to respond, recover and build forward
better from the COVID-19 pandemic. They include both company-wide and single-site
initiatives, showing the broad nature of actions underway. Read a fuller set of examples
at http://snipbfp.org/BFB_Examples.
Core Business + Livelihoods
Anglo American in South Africa has
Core Business + Lives committed to continue paying the salaries
of all of 47,000 employees during the 21-day
Anglo American’s ‘We Care’ programme
lockdown period.
has implemented a health awareness and
support programme to protect the health Gold Field’s South Deep mine in South
and wellbeing of their 90,000 employees Africa committed to continue to pay small,
and full-time contractors around the medium-sized and microenterprise service
world during the COVID-19 pandemic. providers and small-scale contractors
for the period that it was under care and
AngloGold Ashanti, Gold Fields, Harmony
maintenance. Salaries were also paid to
and Sibanye-Stillwater joined together to
the mine’s workers during the lockdown.
launch an awareness campaign to inform and
empower mining employees and communities Vale has announced a series of support
on issues related to COVID-19. Called, This initiatives for small and medium-sized
is Gold, members recognised the need to businesses affected by the crisis and has
collaborate to broaden the reach and amplify advanced payments to these suppliers.
their COVID-19 educational messaging. The
campaign aims to address stigmatisation Core Business + Learning
of Covid-19 sufferers, address gender-
based violence, and encourage responsible Rio Tinto has committed funding toward the
behaviour under lockdown regulations upskilling of out of work apprentices across
various industries by covering their fees
BHP is supporting local Indigenous for a course in automation. This will allow
organisations and services to assist people for the enrolment of up to 200 apprentices
in safely returning to remote communities. who have had their apprenticeships
Glencore has produced and disseminated suspended or cancelled due to COVID-19.
a video to all its employees globally that
supports mental wellbeing during the
Community investment + Lives
extended periods at home, separation from
Barrick Gold’s Hemlo mining camp has
friends and loved ones, and changes of routine
committed US$10,000 to support the Marjorie
or increased childcare responsibilities resulting
House women’s shelter and US$20,000 to
from lockdowns. The video provides guidance
Superior Northern Victim Services.
and tips on how to be mentally resilient.
Gold Fields’ public COVID-19 portal – open to BHP has established dedicated funds
all stakeholders – acts as a repository for all to support the response and recovery
information, including links to Government and efforts across the regions where it
national health COVID-19 sites. South Deep operates. It has also reviewed its FY21
mine, in South Africa, developed a video in four social investment budget and project
local languages on how to educate children pipeline to ensure focus addresses the new
about the virus and has partnered with peer impacts associated with and expected
mining companies to run a national radio as a result of the COVID-19 pandemic.
campaign educating host communities and
addressing issues of domestic violence and Codelco and Antofagasta are supporting
stigmatisation. Mines in Ghana and Peru have public health in Chile by making
run similar television and video campaigns. facilities available for field hospitals.
Freeport-McMoRan in North America has
donated thousands of medical items to
hospitals, medical clinics and organisations
in six tribal nations.Freeport-McMoRan’s Cerro Verde operations Barrick has committed US$275,000 to
in Peru have provided buses to ferry healthcare support local communities in Nevada
workers after public transport was halted and with food supplies and other necessities,
contributed towards the purchase of 500,000 particularly those most impacted by
test kits and ten non-invasive CPAP ventilators. COVID-19.
Newmont established a USD20 million Glencore’s Grupo Prodeco team has
community support fund to help host worked with local organisations to support
communities, governments and employees vulnerable families by donating 4,700
combat the COVID-19 pandemic. The fund provisions kits in Colombia.
prioritises health, but is also contributing to
economic recovery and stability amongst small Gold Fields’ South African Executive
and medium enterprises in host communities. Committee members donated a third
of their salaries for three months to the
Polyus has established a RUB1 billion country’s Solidarity Fund, established to
fund (US$14.35 million) with the Far East support the most vulnerable affected by
Development Fund (FEDF) to finance the disease and associated lockdown.
activities to prevent the spread of the virus. Employees were given the opportunity to
donate a salary percentage to the same
Teck has established a dedicated community fund or similar charitable initiatives.
investment fund for supporting local
organisations affected by COVID-19 (such MMG in Las Bambas (Peru) has donated
as healthcare and social services). food and basic necessity packages to
almost 6,000 families in the communities
Vale has pledged BRL2.8million (approx in the Apurimac region and communities
US$540,000) to support several action fronts in the region of Cusco.
for indigenous groups, such as quarantine units
including a centre for the Awá, Guajajara and Newmont in Canada assisted a First
Ka’apor indigenous communities. Nations community to complete its annual
harvest without bringing in people to
assist from outside the community (as is
Community investment usually the case but considered high risk
+ Lives/Learning in the face of COVID-19). The harvest was
completed, the community received its
Vale Institute of Technology (ITV) and
annual income and people were kept safe.
Fiocruz is carrying out some of the most
extensive genome sequencing of the COVID-19 Hydro has donated BRL2.8 million
in Brazil. Both institutions have collected at (US$500,000) in food baskets to
least 1,000 samples of the virus with the view municipalities where they operate in Brazil.
to producing knowledge around vaccine
and medicine that will reduce the impact of
the disease; foster epidemiological studies;
Community investment
correlate genetic variations of the virus and + Learning
the clinical history of the disease; and develop
Vale, Hospital Israelita Albert Einstein,
more accurate diagnostic tests. Vale will
and Rede Mater Dei de Saúde launched
invest R$ 2.4 million in the research, to be
an initiative to support open innovation
developed in two years, starting in June 2020. solutions that mitigate the impacts of
the COVID-19 in society. The initiative
Community investment received 1,858 solutions and approximately
US$ 1 million will be allocated to nine
+ Livelihoods
Brazilian and two Canadian solutions.
Alcoa is providing over US$420,000 to ensure
local people have food and access to key Community investment
support services in Western Australia. + Learning
Anglo American is donating 6,000 food Barrick Gold in Papua New Guinea is
parcels per month to vulnerable households engaging with the Enga Provincial Health
in South Africa, 9,700 food packages to Authority to determine gaps in capacity
families in Moquegua and 4,350 meal and how the Porgera Mine can respond.
packs a day to health employees and
volunteers, the army and police in Peru.19
BUILD FORWARD BETTER
LONG-TERM
TRANSFORMATIONAL
ACTIONS AND WAYS OF
WORKING
ACROSS ALL DIMENSIONS
LIVES, LIVELIHOODS & LEARNING
Undertake active and ongoing Make all available connections Make publicly available, in an
internal and external review between short-term response accessible form, all internal
of lessons learned during and long-term structural and guidance, tools, resources and
‘response and recovery’ phase. systemic priorities at site, lessons learned where there is a
national and global levels. strong public good dimension20 COVID-19 ACTION TOOLKIT | BUILDING FORWARD BETTER
ACTIONS LIVES: LIVELIHOODS: LEARNING:
HEALTH & SAFETY JOBS & INCOMES EDUCATION & SKILLS
CORE BUSINESS Plan ahead for how worker health and Apply the ‘employment risk Upskill current employees in ways of
workplace hygiene will be permanently heatmap’, developed by the working remotely.
Mining can help reduce
improved. Intergovernmental Forum on
poverty through direct
Mining, Metals and Minerals for Reskill employees for participation in
and indirect employment, Redraft existing policies in light of the other industries/job opportunities as
Sustainable Development (included
sourcing goods and large array of new risks that have been automation is fast-tracked as a health
in their publication, The Impact
services locally and the identified related to remote working and safety response to COVID-19.
of COVID-19 on Employment in
payment of taxes and and policy responses needed, such as
Mining, included in the Resources Support the growth and evolution
royalties, which enable on sexual harrassment and domestic
Section at the end of this report). of online conferences and events to
the development of violence.
essential social and Prioritise mine closure planning replace the traditional model of large
Accelerate commitment to better in-person gatherings.
economic infrastructure. from the outset of mining projects.
gender balance.
Prioritise benefit-sharing Support the building of partnership
Broaden the focus of health and safety and collaboration skills both
arrangements with Indigenous and
to establish corporate wellbeing and within the company and amongst
other marginalised communities
mental health programmes. stakeholders.
to increase a fair and optimal mix
Accelerate the review of health and of social and economic outcomes Identify opportunities to support the
safety implications of the ‘mine of from mining activities. transition to a digital world, using
the future’ (i.e. remote working, technology to share information with
Strengthen connections and reduce
automation, robotics) and reducing stakeholders (ensuring personal data
obstacles between suppliers, mines
the need for full fly-in-fly-out is protected), to increase/improve
and providers of finance.
(FIFO) operations, close working communication with stakeholders,
conditions, etc. Assess gender balance at all levels and to build skills in and access to
of the organisation and identify technology.
Review policies and practices on
areas that require greater balance.
human rights, and environmental and Revise the nature and quality of
Set gender diversity targets,
social due diligence to ensure they relationships with local and regional
monitor and evaluate progress.
remain adequate to meet stakeholder government ensuring ‘long-term’ and
expectations in the post-COVID-19 Evaluate the supply chain and ‘trust’ remain key objectives above
realm.1 develop gender-sensitive criteria the day-to-day transactional needs.
for qualified vendors to improve
Support workers’ access to a vaccine Document and share lessons from the
outreach to and development of
when it becomes available. crisis about effective collaborative
women-owned businesses.
working and adjust internal systems
Assess opportunities to work with and processes in response.
other sectors/stakeholders to align
interests, engage with government Assess opportunities to share data
and donors, and leverage in real-time, modelling, predictive
complementary shared resources. forecasting, AI etc, with stakeholders
to improve decision making and
Share data from environmental and collaboration2.
social studies (baselines/impact
assessments, etc) and technical
studies where possible, with
communities, governments and
civil society, to improve decision
making around regional economic
and social development.
COMMUNITY Partner with local authorities and Make land available for community Support programmes that provide
INVESTMENT donors to reduce poverty and invest in health and wellbeing, reforestation, reskilling/training for young people to
public health and wellness programmes renewable energy and enterprise build resilience.
Mining can support
in mining communities. development following mine
the long-term Collaborate with NGOs, local
closure.
resilience, inclusivity, Strengthen and apply strategic lessons educational authorities and other
sustainability and from corporate community foundations. Use community investment organisations to improve the
equity of host strategically to support system- quality of education in primary and
Connect those responsible for
communities level impacts for small businesses secondary schools within a mine’s
emergency response and recovery,
and nations. and workers, as well as to enhance area of influence.
with those responsible for long-term
livelihoods and the economic and
social and economic development Partner with youth engagement
financial resilience of households.
programmes. organisations to understand and
Continue to recognise, support and prioritise the learning needs of young
Build on the COVID-19 experience
improve livelihoods for essential people.
to enhance employee volunteering
workers and first responders.
programmes. Support initiatives to train and
empower teachers.
Support local civil society reskilling
and retraining schemes.
1 The EU’s European Green Deal includes mandatory human rights and environmental due diligence for companies.
2 World Economic Forum (July, 2020). Digital transformation: powering the great reset. “Future decisions will increasingly be made “at the edge” by front-line employees who are
close to consumers, and distributed across partners and automated machines. Granular, real-time data and predictive forecasting will enable intelligent decisions at the edge to deliver
personalized services and forge new collaborations.”You can also read
