Aluminium is commonly used in construction, transportation, and packaging; copper is vital for renewable energy technologies and electronics; iron ore serves as a key input for steel production, crucial for the electricity sector and infrastructure; and titanium is highly valued for its use in aircraft and spacecraft, as well as its corrosion-resistant properties.

While mining undeniably contributes immense value to the global economy and our modern way of life, its history is also marred by negative impacts on the environments and communities surrounding mining operations. The repercussions of these impacts continue to resonate today, and there is a growing recognition that the methods by which mining is conducted must evolve to address these challenges effectively. This perspective underscores the industry’s increasing awareness that securing a social license to operate - the broad acceptance and approval from society to conduct its activities - is essential for the long-term sustainability of mining projects.

Social license defined

Securing a social license to operate is a complex and ongoing process that obligates mining companies to adapt their social strategies in response to the evolving expectations of society. The concept of social license to operate can be defined as follows:

1. “Having the approval, the broad acceptance of society to conduct its activities” (Joyce and Thomson 2000: 52).
2. “Meeting social expectations... gaining support for the project from concerned groups, or stakeholders, over and above meeting any legal requirements” (BSR 2003: 4).
3. The right of Indigenous peoples and other affected parties “to participate in decision-making and to give their free, prior, and informed consent throughout each phase of a project cycle” (Salim 2003: 21).
4. “The demands on and expectations for a business enterprise that emerge from neighbourhoods, environmental groups, community members, and other elements of the surrounding civil society” (Gunningham, Kagan, and Thornton 2003: 308).
5. “The idea that industrial facilities must comply with tacit expectations of regulators, local communities, and the public in order to continue operations” (Howard Grenville, Nash, and Coglianese 2008: 77).

The evolution of social license

In today’s complex and fast-changing mining landscape, the Social License to Operate (SLO) extends far beyond regulatory permits. It is about earning and continuously renewing community trust through transparency, responsible business practices, and the creation of lasting value that benefits all stakeholders. This premise builds upon upon insights from a recent breakfast dialogue hosted by Rio Tinto on the sidelines of Mining
Indaba - a gathering of mining industry leaders, government representatives, and thought leaders to explore “The Evolution of Social Licence to Operate.” Moderator Andile Sangqu set the tone by emphasising that, “A social license isn’t something you get once - it’s a commitment that must be continuously renewed.”

This sentiment underscores the fundamental shift in how mining companies must engage with communities: not simply as extractors of resources but as long-term partners in sustainable development. Sinead Kaufman, CEO of Rio Tinto Minerals, reinforced this by sharing her thoughts on how major mining companies need to move beyond short-term compliance and embed sustainability into every stage of the mine’s lifecycle, ensuring that host communities continue to thrive long after operations have ceased.

Balancing immediate needs with a sustainable future

Mining communities are dynamic, grappling with both opportunities and challenges, from job creation and infrastructure development to the need for education and healthcare. These realities often reveal an asymmetry of information and capacity between companies and communities. As Jacinto Rocha, President & CEO of the National Mineral Resources Agency (ANRM) in Angola, pointed out, “There is an asymmetry in information and capacity between companies and communities.” This imbalance necessitates proactive engagement and investment in capacity-building to empower communities to participate meaningfully in shaping their own futures.

Jacinto further emphasised the importance of aligning education with current industry realities, stating, “Academic institutions should review the programs that engineers and geologists undertake at university, considering the evolving expectations around the social license to operate.” This forward-thinking approach ensures that future industry leaders are equipped not only with technical skills but also with a deep understanding of sustainable community engagement. Given, the finite nature of minerals, mining companies must go beyond mitigating immediate impacts and actively contribute to the long-term resilience of host communities.

The challenge is not just to extract responsibly but to ensure that economic and social systems remain viable once mining activities conclude. The question is: How do we ensure that the benefits of mining outlast the life of the mine itself?

Co-design: A new paradigm for community engagement

Historically, community engagement in mining has been characterised by top-down decision-making, where solutions are imposed rather than co-created. This approach often fails to address deeper systemic needs. A shift toward codesign - where companies and communities collaborate to develop sustainable solutions - can help bridge this gap. By embedding community voices in planning from the outset, mining companies can create living frameworks that evolve in response to changing needs. Co-design shifts the narrative from “what can we do for you?” to “how can we work together for a better future?” As one industry expert at the Indaba session highlighted, building capacity is a gradual process, requiring resilience, upskilling, and sustained investment in critical services. Sinead Kaufman further reinforced this point, stating, “Just as life-of-mine plans evolve, so too must our approach to community development. Our ESG commitments should not change based on location.” This consistency in high standards across regions ensures that mining operations are both sustainable and inclusive.

Integrating ESG: The core of modern mining leadership

Environmental, Social, and Governance (ESG) principles are no longer optional add-ons; they are central to responsible mining. Social responsibility - the “S” in ESG - is particularly critical for maintaining a social license to operate. As Jacinto Rocha noted, “A strong social license to operate is more than just addressing social issues - it’s a pillar of security of tenure.” For mining companies, integrating ESG means:

• Establishing transparent communication channels regarding land use, environmental stewardship, and economic opportunities.
• Investing in social infrastructure such as education, healthcare, and local enterprise development.
• Ensuring traditional leadership structures are integral to decision-making, reinforcing cultural respect and community trust.

When ESG is embedded into corporate strategy rather than treated as a compliance exercise, it strengthens stakeholder relationships, reduces reputational risks, and ensures long-term operational success.

Trust and traditional leadership: The foundations of lasting relationships

Trust is the bedrock of any enduring partnership between mining companies and host communities. True transparency requires more than reports and statistics - it demands ongoing, authentic dialogue and a shared commitment to mutual goals. In many regions, traditional leadership plays a central role in governance, shaping social cohesion and decision-making. Deputy Minister Chief Sipho Burns-Ncamashe of COGTA emphasised this, stating, “Strong community relations in mining are built on a clear value proposition and a deep understanding of social dynamics. Investing in social facilitation - through continuous engagement, respect for cultural traditions, and recognition of traditional governance - ensures more meaningful and sustainable partnerships with host communities.”

Recognising and integrating these leadership structures into community engagement efforts fosters trust and ensures that mining initiatives align with local customs and aspirations. This, in turn, reduces misunderstandings and helps build resilient partnerships that withstand the test of time. “Maintaining transparency in our operations and decision-making processes is essential to keeping our SLO. That is why we take reporting on project progress, environmental impacts, and community benefits very seriously – it helps build credibility and trust with all stakeholders. Adhering to local and international regulations is vital to avoid legal challenges and project delays. Ensuring permits are up to date and other compliance considerations have been met streamline our operations and reduces the risk of impacting our SLO. These are just a few of the issues that SLO grapples with and these can shift with societal expectations and the realities on the ground,” stated Trina Gill, ESG Director – Simandou.

Planning for a post-mining future

The best closure plans are those conceived at the very beginning of a mining project. A well-integrated social plan adapts to the evolving needs of the community throughout the life of the mine and prepares for a sustainable future post-mining. This forward-thinking strategy involves:

• Early planning for economic diversification, ensuring that communities are not solely dependent on mining.
• Ongoing investments in social infrastructure that continue to provide value beyond the mine’s lifespan.
• Empowering local governance and community organizations to drive development independently.

By adopting these principles, mining companies can avoid leaving economic and social voids once operations cease. Instead, they can help establish vibrant, self-sustaining communities capable of thriving beyond the mine’s life.

The legacy we leave behind

Mining companies must embrace a vision that extends beyond operational efficiency. As Sinead Kaufman stated, “The right decisions today will shape the future for generations to come.” The true measure of our industry’s success will not be in the resources we extract but in the enduring, positive impact we leave behind. By co-designing social strategies with local stakeholders, embedding ESG principles, and planning thoughtfully for closure, we can create a legacy of resilience, prosperity, and shared value. Our commitment must be clear: we will forge partnerships, invest in people, and plan for a future where our legacy is one of sustainable development, not dependency.

The evolution of the social license is an ongoing journey - one that requires leadership, collaboration, and a long-term commitment to the communities we serve.

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