Unlocking Data Innovation for Social License in Natural Resources Discussion Paper | January 2020 IN PARTNERSHIP WITH About IFC IFC—a sister organization of the World Bank and member of the World Bank Group—is the largest global development institution focused on the private sector in emerging markets. We work with more than 2,000 businesses worldwide, using our capital, expertise, and influence to create markets and opportunities where they are needed most. In the 2019 fiscal year,, we delivered more than $19 billion in long-term financing for developing countries, leveraging the power of the private sector to help end extreme poverty and boost shared prosperity. For more information, visit www.ifc.org. © International Finance Corporation 2020. All rights reserved. 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 Internet: www.ifc.org The material in this work is copyrighted. 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Unlocking Data Innovation for Social License in Natural Resources Contents 4 | Acknowledgments 5 | Figures and Tables 6 | About the From Disclosure to Development (D2D) Program 7 | Foreword 8 | Executive Summary 11 | The Explosion in Data 13 | The Data Value Chain 13 Collection 14 Storage/Aggregation 14 Analytics/Application 14 Exchange/Dissemination 15 Soft Data Infrastructure 15 Hard Data Infrastructure 16 | The Role of Data in the Natural Resources Sector 18 | Social License in the Natural Resources Sector 20 | The State of Data for Social License in the Natural Resources Sector 21 Social License within the Company 21 Social License in the Community and Beyond 23 Use of SLO-Relevant Data in the Natural Resources Sector 24 Data Barriers Companies Must Overcome 25 The Limits of Data 25 Data and Indigenous Communities 26 | Case Studies 26 Anglo American: Gauging Community Sentiment in Real-Time 27 Barrick Gold Corporation: Tapping the Digital Talent of Local Communities 28 Cerro Verde: Mixing Technology with Traditional Face-to-Face Interaction to Achieve Transparency 29 Rio Tinto: The Intended (and Unintended) Benefits of Data 30 Yamana Gold: Data-Driven Reporting to Management on Social License to Operate Activities 31 | The Social License Data Toolkit 31 Self-Assessment of Readiness to Use Data 32 Self-Assessment of the Data Value Chain 33 Self-Assessment of the Data Policy Environment 34 | References ACKNOWLEDGMENTS This discussion paper was prepared by Alla Morrison, Sustainable Infrastructure Advisory, IFC, and Prasanna Lal Das, Markets & Technology team, World Bank, with research support from Derek Fromson. It was prepared under the guidance of Veronica Nyhan Jones, Manager, Sustainable Infrastructure Advisory, IFC. This publication would not have been possible without the generous, candid, and thoughtful sharing of experience of numerous contributors, including industry representatives, academic researchers, and peer reviewers. They include Holly Bridgewater (Unearthed Solutions), Louise Edmunton (Anglo American), Hannah Frankish (Unearthed Solutions), Tamiko Hasegawa (Antamina), Antoine Heuty (Ulula), Kieren Moffat (CSIRO/Voconiq), Ray Offenheiser (University of Notre Dame), Anders Pedersen (World Resources Institute), Renae Rutherford (Rio Tinto), Aaron Steeghs (Yamana Gold), and Julia Torreblanca (Cerro Verde). Within IFC, the authors thank Sacha Backes, Michelle Jacome, and Namrata Thapar for supporting the effort and providing valuable feedback. They also thank Barbara Karni and Ada Calderon for editing the report and Rikki Campbell Ogden for designing it. The team gratefully acknowledges the generous support of the BHP Foundation. 4 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES FIGURES AND TABLES FIGURE 1 The four steps in the data value chain 13 FIGURE 2 Overlapping elements of social license 18 FIGURE 3 Complaints involving information disclosure issues, by sector, FY 2001–18 19 FIGURE 4 Status of natural resources data relevant to social license to operate, by stage of the data value chain 23 FIGURE 5 Real-time dashboard providing interactive site-level analytics 26 FIGURE 6 System to monitor water flow 28 FIGURE 7 How Local Voices works 29 FIGURE 8 Measuring our social license: The SLO Index 30 TABLE 1 Characteristics, implications, and examples of value of new data 11 TABLE 2 Uses of new types of data at different stages of the natural resources value chain 17 TABLE 3 Potential areas of impact of social license 21 TABLE 4 Self-assessment tool for determining a company’s readiness to use data successfully 31 TABLE 5 Self-assessment tool for measuring a company’s maturity along the data value chain 32 TABLE 6 Self-assessment tool for evaluating government data policies that may affect the company 33 UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 5 About the From Disclosure to Development Program This discussion paper is a product of the From Disclosure to Development (D2D) program, led by the Sustainable Infrastructure Advisory team of the International Finance Corporation (IFC). The program, launched in 2017, is funded by the BHP Foundation and implemented in collaboration with the World Bank. It builds on more than a decade of IFC and World Bank experience in natural resources transparency and open data. For the past 13 years, IFC transparency projects in Latin America have aimed to help local governments and communities become more transparent and effective in the use of mining revenues. The World Bank provided investment and advice to more than 50 countries on the design and implementation of national and subnational open data and data innovation programs. The program’s goal is to enhance benefit sharing with communities from investment in natural resources through effective disclosure and data-use practices. D2D develops and tests new approaches, partnerships, and platforms aimed at improving the ways in which companies and governments disclose data, so that communities and other stakeholders can use it to inform their decisions and actions. Open data is a critical ingredient of transparency in the 21st century. Without transparency, there cannot be accountability or effective sector governance. Without transparency—both actual and perceived—it is easy for companies to lose the trust of communities, which can lead to a loss of their social license to operate and put investment projects at risk. To bridge the information asymmetry in the sector and give voice to communities, D2D works to improve the disclosure and use of open data with capacity building, multi-stakeholder dialogues, and data-driven innovation activities with youth, infomediaries, and digital entrepreneurs. In its first phase (2017–19), the program piloted the following activities in Colombia, Ghana, Mongolia, and Peru: • research on natural resources data challenges and opportunities; • engagement of stakeholders around innovative uses of open data; • capacity building on data literacy; and • multi-stakeholder dialogues for improving access to and the use of natural resource data. The D2D program uses lessons learned from these in-country activities to contribute to global efforts to improve transparency in the natural resources sector through more effective disclosure and use of data. It works with partners such as the Transparency and Accountability Initiative (TAI), the Extractive Industries Transparency Initiative (EITI), Global Integrity, and others. In the coming years, D2D plans to expand to other countries and infrastructure sectors and to add a gender data component. For more information about the D2D program, please contact Alla Morrison, Program Manager, at amorrison@ifc.org. 6 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES Foreword BERTRAND HEYSCH DE LA BORDE Director, Energy & Mining, Global Infrastructure Department, IFC Technology is set to become a game changer for mining and other natural resource industries—and data innovation will be at the heart of this change. The mine of the future will be data-centric: Natural Resources Disclosure for People and massive volumes of raw data will be collected from Progress. The other two papers distill learnings from equipment, wearable sensors, drones, and other IFC’s extensive work in the natural resource sector sources and transformed in real-time into useful transparency over the last decade. This paper is a information for optimal decision making. The forward-looking effort to help the industry prepare Fourth Industrial Revolution—with its big data, to leverage new technologies to better disclose data artificial intelligence, and Internet of Things (IoT) and engage communities to build trust. technologies—will fuel increasing automation of labor, expand the use of predictive equipment This paper helps advance companies’ understanding maintenance, and increase precision in exploration of the potential of digital data as a new type of a activities. Digital transformation will bring new business asset. It provides examples of industry opportunities but also a new set of challenges, and players that have started using data to strengthen ensuring sustainability of mining operations will be their social license. It offers practical tools for as important as ever. managers to start assessing their company’s data capabilities. We hope the paper will help spark The impact of automation on job creation will put a discussion and lead to deeper and more critical further strain on current approaches to community thinking about the role of data for social license in and government relations. Traditional approaches the natural resource and other sectors. will need to change. Mining companies will have to work to create a stronger sense of shared value with This new research is aligned with IFC’s mission to local governments and communities. They will need leverage private sector–driven development to create to embrace more collaborative modes of engagement markets and opportunities. Investment in natural that get local communities more invested in mine resources is fundamental for economic growth, operations. This discussion paper explores how infrastructure, and social progress in developing companies can leverage disruptive technologies to countries that are rich in resources. Together with improve their community engagement practices agriculture, the metals and minerals sectors provide through better collection and disclosure of the raw materials needed to sustain life—if it can’t information. It draws the attention of industry be grown, it must be mined. When developed managers and CSR specialists to the need to rethink responsibly and sustainably, in partnership with how they can collect, manage, and disclose data to governments and local communities, metals and communities and other stakeholders in new, more minerals can fundamentally improve people’s lives— effective ways. as it has in Botswana, Brazil, Chile, and South It is part of a series of knowledge products by Africa, for example. IFC is committed to bringing IFC’s From Disclosure to Development program, innovative approaches to companies, communities, along with two other publications: Transparency and governments to help ensure that benefits for Impact: Lessons from IFC Projects in Peru’s from investments in natural resources reach all Natural Resources Sector and Data in Action: stakeholders and create long-term value for everyone. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 7 Executive Summary The social license to operate (SLO) refers to the their stakeholders. Digitalization will automate ongoing acceptance of a company or industry’s operations, which means fewer physical labor jobs standard business practices and operating procedures in the future—a traditional value proposition of by stakeholders, local communities, and the general the sector to communities. New, safer jobs will be public. It is critical for the natural resources sector. created, but they will require digital skills. Lack Informed acceptance and support from local of data literacy and general digital infrastructure communities is a way to de-risk large investments constraints, especially in a sector that employs many and establish the groundwork for sustainability, relatively unskilled workers living in marginalized mutual social and economic benefit, and growth. communities beset with poor infrastructure and Transparency and community engagement can also connectivity, are other areas of concern. The create the foundations for developing proactive challenge is compounded by the fact that the use of systems for companies to recognize and address data as a social and economic asset is a relatively community concerns and create tangible programs new phenomenon, and the implications and to improve planning with host communities, consequences of many data-driven trends are not yet governments, and civil society. The goal is to fully understood. establish social value that is measurable and verifiable and emphasizes the issues that matter to This report describes how companies can use different groups of stakeholders. new data tools, approaches, and techniques to generate and sustain social license in SLO is particularly important at a time when communities. It presents the concept of a data the natural resources sector is undergoing a value chain and provides case study examples major digital transformation. Data is at the heart of how companies have started using data of this transformation. New data sources such as to engage with communities, develop trust, drones, sensors, unmanned vehicles, and satellite create new social and economic opportunities, images are increasingly prevalent in “smart mines,” establish new forms of partnerships, and give in which the use of robots, image analytics, machine voice to a wide variety of stakeholders in a learning, artificial intelligence, and sophisticated smarter way. It offers tools that companies can augmented and virtual reality tools are becoming the incorporate into their operations and processes that norm. Companies use these data-driven tools across contribute to the development of social capital. It the value chain, from exploration and ore extraction also examines the policy issues most relevant to the to human resources and logistics. topic of social capital. Some estimates suggest that digitalization could bring $425 billion of value to the mining industry, customers, society, and environment by 2025 (WEF 2016). Among mining executives recently surveyed, 46 percent identified digitalization as the biggest contributor to innovation in their organizations (Accenture 2017). This digital transformation is uneven in its pace and geographical spread, but its impact is inevitable. Companies that reinvent themselves digitally will gain the most through this transformation. The data-led transformation of the natural resources sector creates new challenges for companies and 8 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES The report makes several strategic recommendations: to provide data and the importance of showing • Become data aware. Understand how data them why data is being collected. is transforming every aspect of the natural • Develop new data partnerships and resources sector, including community collaborations. Very few companies have the engagement, trust, and other key elements in the data, skills, or infrastructure/tools to use and natural resources value chain. manage data effectively across the lifecycle. Companies must learn to develop new data • Invest in data skills and literacy within the partnerships and collaborations to access and use company and in the community. Very few new data and skills. community engagement teams include or use data scientists, company management does not Tactical steps companies should take include the understand SLO in the absence of useful metrics, following: and communities typically do not possess the • Improve disclosure practices. Focus on data skills required to interact with data or data- that users value, not just compliance or reporting based services. requirements. • Understand the company’s data and its • Collect data more systematically and value cycle. Companies in the natural resources comprehensively. Learn about new data sector still do not view data as either a mission- collection tools and techniques that companies in critical or strategic asset; they do not manage or the natural resources sector already use. govern their data assets properly. • Develop a modern data infrastructure. • Use data from across the entire operation Invest in both soft (skills and policies) and hard and business cycle. Many companies perceive (connectivity, data centers) infrastructure, to be community relations data as independent of able to use data effectively. and different from core business processes and functions. Data generated during typical company • Standardize data practices and disclosure operations—such as environmental information formats. Make data interoperable with data or flow measurements—can be an important from other sources, and adopt sectorwide component in deepening community engagement standards. and ensuring sustainability. • Use data for community engagement. Develop trust through transparency and the • Develop a data strategy (and accompanying creative use of data tools to make messages culture). Very few natural resources relevant and usable for communities. companies—and even fewer sustainability and community relations teams within them—have • Co-create data with communities. Engage developed a data-first culture and strategy, communities in the design and deployment of leaving them poorly placed to take advantage data collection tools and processes; position data of opportunities created by new data and/or as a joint asset whenever possible. transform related business processes. • Work with data intermediaries. Identify and • Develop new data-driven products and use intermediaries that can bring skills, tools, services. Most teams are still content to use data and services to the organization instead of trying for classical reporting and monitoring purposes. to reinvent everything. New visualization, engagement, and analytical • Make data an essential part of real-time tools provide new opportunities to work with decision making as well as measurement communities and stakeholders in new ways. and management reporting. Improve • Be purposeful about data. Companies management reporting with data that provides sometimes view data as an end and let quantity actionable and anticipatory insights. crowd out quality. Respondents increasingly • Understand data regulations in the report survey fatigue. Companies need to think jurisdiction. Understand the regulatory carefully about the incentives for communities implications of the use of data and associated tools. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 9 Companies must not treat data as a magic bullet environments. A company’s data-led transformation that can resolve all challenges associated with trust relies on the digital maturity of its customers, building and engagement. The Cerro Verde case suppliers, business partners, and associated study in the report demonstrates the importance communities; success depends as much on the of complementing data initiatives with traditional transformation of the entire sector and stakeholders techniques such as face-to-face meetings and as it does on innovations within a company. The role regular interaction. Open data can help improve of the entire community is crucial in thinking about transparency and deepen trust among stakeholders, data and social capital. The toolkit presented in the but it alone cannot fix a broken relationship. The report examines opportunities and challenges both use of new types of data to achieve social license within and outside the company’s boundaries. is still very new, and evidence on its effectiveness is still developing. Stakeholder demands and This is an exciting, and risky, time for companies in expectations are diverse across geographies; the the natural resources sector. This report is among collection and use of data has socio-political the first to offer a set of practical tools addressing dimensions that companies must be sensitive to. data for practitioners within companies in this sector. IFC invites companies to help grow this A company’s work on social capital encompasses knowledge base by contributing new case studies and a wide range of external stakeholders and toolkits on the topic. 10 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES The Explosion in Data Every second, about 2.7 million emails are and other sources); velocity (the rapid generation exchanged, about 75,000 YouTube videos are of data, often in near real-time); and value (the viewed, and about 60,000 gigabytes of Internet emergence of data as a new asset class). The traffic is carried (World Bank 2018). By 2020 global importance of data is reflected in the fact that in Internet traffic will reach about 127 times the 2017, 7 of the world’s 10 largest companies by volume of 2005, according to Cisco (2017). market valuation were data-driven companies The impact of the digitalization of the natural resources (World Bank 2018). sector is significant. The World Economic Forum The rise of new data has also had significant social (WEF 2016) estimates that digitalization could bring impact. The wider availability of data and improved $425 billion of value to the mining industry, customers, analytics have helped improve public decision-making society, and the environment by 2025. Data will be at tools, increased transparency and accountability the heart of this digital transformation. in the public sphere, promoted greater inclusion, “New” data is characterized by the four Vs: improved accessibility to services, increased trust, and volume; variety (sensors, drones, social media, reduced discrimination (table 1). TABLE 1 Characteristics, implications, and examples of value of new data New data characteristics Implication Example As more communities become Companies such as connected, and social tools TripAdvisor rely heavily proliferate, communities have begun on user- or community- to generate large amounts of data generated content to amplify Community of potential value to industry. their value proposition. generated, Many Internet of Things data A recent World Bank report local, and sources require close collaboration (Lal Das and others 2017) social with—and frequently use of— describes how companies community infrastructure (Lal Das experimenting with smart and others 2017), making local transport or smart energy are engagement essential. partnering with municipalities to test technologies in “living” conditions, where they can test the operation of new technologies with communities in public settings. continued on next page UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 11 continued from previous page New data characteristics Implication Example Most big data sources collect New technologies allow information continuously and in farmers to take snapshots of close to real-time. highly local soil conditions The coverage of many big data in near real-time and use Real-time and the data to take action to sources is nearly comprehensive; comprehensive increase or maintain soil there is less reliance on samples (which can be exclusionary, fertility (AgFax 2018). depending on the local distribution Publicly available data of power). sources such as the Africa Regional Data Cube (a repository of earth observation data and satellite imagery) can help track illegal mining and monitor deforestation (Goldberg 2019). No organization can gather or Data pools allow companies acquire all the data it needs. access to aggregated data Aggregation of data, collaborative from across sectors. For development, and reuse of assets instance, Predix from General Value through are integral parts of the new data- Electric pools data from reuse and driven business model. the devices it is remotely aggregation connected to and combines them with other data to improve the operations of power plants or jet engines (Economist 2017). Cloud computing and software- Services such as data storage as-a-service have made it easier, and document collaboration cheaper, and faster to access and have increasingly become deploy data and related services cloud based within companies Cheaper, and applications. of all size (Andrews, Nicoletti, faster, easier and Timiliotis 2018). Thanks to advancements in cloud technology, the cost of storing 1 megabyte of data dropped from $1 million in 1967 to $0.02 in 2017 (ComputerWorld 2017). 12 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES The Data Value Chain There is more to data than individual units of The development of data as a strategic asset begins information. The data value chain describes the with the identification, generation, and collection stages of value creation through data. It includes four of data. At this stage, companies must decide which steps (figure 1): data to capture, how to source or collect it, what 1. Collection consent or other requirements may need to be met to gather the data, how inclusive their data collection 2. Storage/Aggregation practices are, and what devices or technologies may 3. Analytics/Application be most suitable within a particular environment. 4. Exchange/Dissemination Companies must be purposeful about their data collection; they must clearly understand and explain The value chain relies on strong data why the data is collected and close feedback loops. infrastructure—hard and soft—to deliver value In the natural resources sector, data collection has (including trust). Companies should balance the increasingly shifted toward cyber-physical systems management of their existing data infrastructure with the requirements of new data technologies (devices such as sensors that are connected to a (IDC 2017). The value-chain steps may also network). There has been a rapid proliferation of apply differently to large mines and companies, drones, sensors, robots, satellites, wearables, and which typically own very large assets, and smaller 3D imaging tools. BHP, for example, uses sensors companies and mines, which may develop business to maximize the amount of iron ore it can transport models that serve niches in the industry for their from pit to port in Western Australia (IoTHub data-driven operations based on their level of digital 2018). In a recent survey, 100 percent of respondents capability and adoption. identified sensors and condition-monitoring devices as key technologies of the future (Roberts 2018). Digital twins (digital replicas of physical assets Collection that are connected by the real-time flow of data Traditionally, companies have thought of data as so that the virtual entity updates and changes information about an asset. Modern companies, simultaneously with its physical counterpart) of including some in the natural resources sector, now individual pieces of machinery or entire facilities realize that data themselves are a strategic asset. have also become prominent in the sector. STORAGE/ ANALYTICS/ EXCHANGE/ COLLECTION AGGREGATION APPLICATION DISSEMINATION SOFT DATA INFRASTRUCTURE: policies, regulations, skills HARD DATA INFRASTRUCTURE: connectivity, access, security FIGURE 1 The four steps in the data value chain UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 13 The question of the ownership of the data collected Exchange/Dissemination has become increasingly important. It is not Companies and entire sectors gain in an environment uncommon for service companies that generate data, in which there is broad access to data from multiple rather than the operator of the asset, to keep the data. sources. Protocols ranging from open data (machine- readable data that are free to reuse) to commercial Storage/Aggregation exchange (data that can be bought and sold under Until recently, large amounts of data collected by different commercial arrangements) are becoming oil and gas companies were thrown away because common across the natural resources sector. of the prohibitive costs of storage. Cloud computing Although some types of data, such as data on has made it easier and cheaper to store vast amounts production or grades, can be rivalrous and therefore of data, changing the equation and making natural commercially sensitive, experience from other sectors resources data truly “big.” A typical modern oil and demonstrates that the benefits of sharing data that gas seismic data centers contains 20 petabytes of were once guarded as commercially sensitive can information—about 926 times as much information as outweigh the risks. the US Library of Congress contains (Beckwith 2011). One example is a data consortium initiated by the Association of German Banks and Standard & Companies must realize that their data collection Poors that enabled banks to share default data on activities, however large they may be, are insufficient their project finance activities (interview with Alexei to deliver value at scale. They must be able to access Novikov, Managing Director, Standard & Poor’s, and use data from partners, stakeholders, and 2005–12). Project finance was being impeded by public and private sources, as much of the value at prohibitively high provisioning rates by the regulator, this stage stems from aggregating data from these required largely because of the dearth of information sources for analysis later (for historical trend analysis, on project finance risks and defaults. As a result of the for example). Mining companies have begun to data sharing, project finance became more transparent “strategically attempt to augment in-house data in Germany, more banks entered this market segment, assets with digital information procured from outside and the regulator reduced the provisioning rate, sources, thereby giving them the kinds of massive further catalyzing project finance activities. data sets in which the value of Big Data is often lurking” (Perrons and Jensen 2015). BP, for example, aggregates data on global energy trends (BP n.d.). Analytics/Application In the analytics/application stage, companies generate value through the smart use of data to create new insights, automate processes, forecast performance (business and infrastructure), and manage operations. The analytics may be delivered to intelligent operation centers, sent directly to autonomous machines and equipment, or distributed to internal and external stakeholders through apps or online services. Tools and techniques such as artificial intelligence, machine learning, data visualization, and dashboards are gradually becoming more prominent in the natural resources sector. Goldcorp, for example, has teamed up with IBM Watson to better target areas for further exploration using artificial intelligence. The aim is to tap vast amounts of geological data to create more accurate models (Topf 2017). 14 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES Another example is a data consortium of banks in Saudi Arabia that wanted to diversify their exposure to various sectors but were missing some of the information they needed to do so (interview with Alexei Novikov, Managing Director, Standard & Poor’s, 2005–12). The consortium enabled banks to understand the statistical probability of defaults by giving them access to real-time data feed. As a result, banks were able to enter new sectors and provide credit to new customers. The Extractive Industries Transparency Initiative (EITI) data platform provides access to reusable data from the natural resources sector. Glencore, a commodity trading and mining company, created a smartphone app to keep the community informed about sulphur dioxide management and air quality in Mount Isa (Mount Isa Mines n.d.). The app provides access to real-time data from monitoring stations and a 24-hour forecast of westerly wind conditions (Osei and Young 2018). Soft Data Infrastructure Soft data infrastructure creates the enabling environment to develop trust and deliver value to all stakeholders. Key elements of this infrastructure • An ecosystem of data innovation and include the following: entrepreneurship, which is essential to transform • Policies and regulations at the sector and business processes and imagine, develop, and national/international level that make it safe deliver new services and products based on data. and easy to collect and use data while respecting and safeguarding the rights of consumers, Hard Data Infrastructure businesses, and governments. Examples include policies and regulations on privacy, data Hard data infrastructure provides the connectivity protection, data ethics, data flow across borders, and data management tools to both capture/store and intellectual property. data and deliver services to end users. Key elements of this infrastructure include the following: • Data management guidelines at the company level that ensure that a company’s data practices • Data collection tools, ranging from traditional are both compliant (adhere to local regulations enterprise resource planning systems to emerging on data privacy, consent, and more) and smart devices such as sensors, drones, and wearables. (designed to unlock the value of data by sharing • Data networks that connect mining equipment, and using data better). the work force, and business process • Data standards, ideally at the industry or sector management software. Networks can be difficult level, that make it easier to interpret data consistently, to operate in mining environments, which are promote interoperability, and reuse data. not conductive to transmission of signals and • Data skills and literacy, both within the company frequently suffer from clogged frequencies. and among stakeholders, to ensure that value can • Databases, including cloud-based services, be extracted from data without compromising designed to continuously store data and provide stakeholders’ interests. interfaces between people and machines. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 15 The Role of Data in the Natural Resources Sector Market volatility, increasing resource scarcity and remoteness, changing consumer expectations (especially greater demands for corporate accountability related to traceability, ethical sourcing, and circular economy), market competition, increased regulation, and stakeholder and media attention are the new normal for the natural resources industry. At the same time, the sector is in the midst of a digital transformation. Data-driven technologies—particularly artificial intelligence and machine learning, automation and robotics, mobile-based apps, the industrial Internet of Things, and modern data architecture (including the cloud)—can offer solutions to many of these challenges. A study by the World Economic Forum (WEF 2016) quantifies the potential value of digital transformation in the sector as follows: • an increase in value for the industry, customers, society, and the environment of $425 billion between 2015 and 2025—the equivalent of 3–4 percent of industry revenue • a reduction of 610 million tons of CO2 emissions, with an estimated value to society It makes financial and operational sense for and environment of $30 billion companies to invest in better data and to open the • improved safety, with about 1,000 lives saved right data to stakeholders, because doing so helps (a 10 percent reduction in fatalities) and strengthen social license, thereby adding to long- 44,000 injuries avoided (a 20 percent decrease term shareholder value. in injuries). Wearables, for instance, can provide miners (and Table 2 describes the role of new types of data at local communities) with important health and different stages of the natural resources value chain. environmental safety information and boost faith in working conditions. Companies can also use data Data from across the mining value chain can to make supply chains more inclusive and reduce provide new opportunities for strengthening concerns about sourcing and labor. DeBeers, for social license and de-risking operations instance, is experimenting with blockchain-based and investments if companies are willing technologies to make diamonds more traceable. to become more open and collaborative Similar efforts are underway in the cobalt supply as part of their digital transformation. chain (IBM 2019). 16 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES TABLE 2 Uses of new types of data at different stages of the natural resources value chain Stage Potential uses of data Examples Locate, Artificial intelligence to • Machine learning techniques combined with new sources recover, improve exploration of data, such as sensors or satellite images, make increase Increased throughput exploration more efficient. throughput using analytics • Use of artificial intelligence on historical exploration datasets can detect traces of metals and minerals. Value Simulation of price • Much more data can be processed in near real-time to trends model/predict finances. More accurate modeling of expenditures Construct/ Predictive maintenance • Constant flow of data from equipment keeps equipment maintain of equipment managers located on different continents in constant Smarter 4D based contact with machinery, which they can troubleshoot. design (which adds • High-resolution data from equipment makes it easier for the dimension of engineers to schedule and oversee complex operations. transformation over time to standard 3D • Companies use predictive analytics to manage inventory printing) for replacement of equipment. Mine Intelligent operation • Autonomous haul trucks reduce cost and time. centers • AR/VR tools improve training. Augmented Reality (AR) and Virtual • Wearables provide constant data about mine conditions. Reality (VR) tools • Digital twins make it easier to manage operations (such Digital twins as ore mixing). Autonomous vehicles Location tracking Process Process automation • Use of sensors for ore sorting reduces mine waste. and control • Digital mining assets are easier to share among companies Predictive modeling and allow otherwise idle equipment to be used. Waste management • Mining operations are becoming networks of specialized Ore sorting data-driven service providers with deep capabilities in particular aspects of the business. • As sensing equipment becomes more prevalent in mines, original equipment manufacturers are increasingly required to become service oriented and handle data on behalf of mining operations. Sell and Identification of • New data, including satellite imagery, provides insight maintain market trends into market trends (allowing the volume of oil in storage customer Management of demand to be tracked, for example). relations Identification of customer preferences UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 17 Social License in the Natural Resources Sector The concept of social license emerged in the mining industry in the mid-1990s, as a response to social risk. Its definition has evolved over the years. Different definitions stress different dimensions, ranging from simple descriptions of risk (the ability PARTNERSHIP of communities to stop projects and/or raise costs) to compliance (permits and government approvals) and general business management principles (corporate responsibilities balanced with the socio- political rights of stakeholders). Many definitions are transaction or supply oriented and focus primarily on what a company needs to accomplish to remain MUTUAL INFORMED profitable. More recent definitions see communities GROWTH AGREEMENT as equal stakeholders and position social license as a way to establish mutually beneficial partnerships. This report defines social license as “informed agreement and partnership with the local community that allows a natural resources project to exist FIGURE 2 Overlapping elements of social and grow.” This definition draws on recent license literature on the role of trust, information sharing, and transparency in community engagement. It emphasizes the importance of informed consent, Context matters; there are no universal reasons for partnership, and mutual growth (Figure 2). the failure of social capital–related engagements. But lack of trust, credibility, and legitimacy have all been Major companies in the natural resources sector observed as factors. Trust has emerged as perhaps have been at the forefront of social license–related the most central issue in discussions of social initiatives. They have invested billions of dollars license to operate (SLO), defined as the ongoing building local schools, hospitals, and infrastructure acceptance of a company or industry’s standard and supporting communities through local business practices and operating procedures procurement and employment. According to one by its stakeholders, local communities, and the estimate (Franks 2015), the 15 largest mining general public. Communities want reassurance that companies spent a combined $1.7 billion on companies will not exploit their vulnerability and community investment in 2012 alone. Investments develop cooperative relationships that do not place the have continued to grow since then. profit of the companies ahead of other considerations. The results of such investments have frequently Stakeholders often view such investment initiatives been sobering, however. Communities in many as compliance activities with limited community parts of the world remain vehemently opposed to outreach. A study by Watkins and others (2017) mining activities and continue to demonstrate their shows that a lack of project transparency is opposition through refusals to negotiate, lockouts, associated with 68 percent of documented conflicts. protests, and violence. Research by IFC (CAO 2018) suggests that poor 18 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES information sharing is often the basis for community with local stakeholders in building and maintaining dissatisfaction. Figure 3 shows the prevalence of the SL to mine” (Heikkinen and others 2016). disclosure-related challenges in the mining, oil, gas, and chemicals sectors. Companies increasingly recognize the diversity of stakeholders and their expectations—and the fact The 2017 annual review of the European Bank for that companies are a part of, not independent of, Reconstruction and Development (EBRD) Project a larger community ecosystem. Focusing only on Complaint Mechanism lists “information disclosure company–community relationship risks focusing and community engagement” as the second-largest the SLO discussion too narrowly on economic or category of complaints about its projects; the report material aspects while overlooking other important also identifies the natural resources sector as one of the main sources of complaints (EBRD n.d.). factors that influence SLOs, such as citizens’ rights to The 2017 EBRD strategy paper on mining cites the participation and decision making. “clear lack of transparency over extractive revenues To deliver on the full breadth of SLO programs, management” as a significant challenge in the natural resources companies cannot work in sector. The Asian Development Bank (ADB 2019) Accountability Mechanism Annual Report lists isolation. Strengthened relationships with local several complaints regarding information disclosure, governments and regulatory bodies are essential, including in the natural resources sector. A paper as is a deep and nuanced understanding of the that examines two mining projects in Finland power dynamics of all stakeholders, without which cites the “importance of transparency in mining the benefits of SLO activities are likely to accrue operations and the continuity of communications disproportionately to a small group of stakeholders. Percent of complaints involving information disclosure issues 30 25 20 15 10 5 0 Mining, Oil, Gas Infrastructure Financial Agribusiness Manufacturing Health and Advisory and Chemicals Markets Education Services FIGURE 3 Complaints involving information disclosure issues, by sector, FY 2001–18 Source: IFC. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 19 The State of Data for Social License in the Natural Resources Sector The natural resources sector has a record of extensive investment in social license, but the results have often been underwhelming. Some industry figures have cast doubt on the basic premise of social license, calling it intangible, impermanent, unworkable, and immeasurable. Some people outside the industry have questioned the narrow economic and material focus of social license–related activities in many organizations, which ignore the participatory role of communities in decision making (Muneva 2016). The critical role of information in fostering social license has long been recognized. Most natural resources companies already use a variety of offline, and increasingly, online techniques, especially mobile technologies (Heuty and Pappagallo 2014), by the World Resources Institute, publishes several to connect with stakeholders and share information. datasets on mineral deposits and mining concessions. Establishment of the Extractives Industry By leveraging data sources outside the extractives Transparency Initiative (EITI), the Natural Resources ecosystem, it allows users to combine datasets Governance Institute (NRGI), and the Publish What on mining assets with satellite imagery data and You Pay (PWYP) global coalition, among other relevant geocoded datasets—on, for example, water organizations, reveals “substantial international stress and social conflict—breaking data silos and advocacy efforts toward greater transparency for the unlocking new insights. extractives sector” (Pedersen 2019). For the social license practitioner in a company, Over the past 15 years, new legal disclosure data offers new opportunities for engagement requirements, national-level multistakeholder within the company and beyond. Data offers new partnerships, and voluntary disclosure schemes avenues to develop skills within communities and have yielded new flows of documents—and in some make community members effective participants not cases, open data. Platforms such as OpenOil (https:// just in their own communities but in the larger global openoil.net/about-us/) look beyond companies data economy. As data collection and analytical tools as they envision an “open data framework for become more sophisticated, companies are able to managing natural resources at a supranational level.” develop and deliver data-driven services that meet They offer data tools such as Aleph, which claims the different hierarchies of demand by stakeholders to provide access to 2 million searchable “public (emphasizing livelihood security and well-being domain documents filed by oil, gas and mining to local stakeholders, for instance, while focusing companies to financial regulators around the world.” on issues such as income flow, tax and royalty Resource Watch (https://resourcewatch.org/data/ payments, and environmental stewardship during explore), a sustainability data platform operated interactions with government stakeholders). 20 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES Social License within the quantify a company’s SLO activities and compare them across the sector and locations (CSIRO 2019). Company The Yamana and Rio Tinto case studies, discussed Social license as a concept has gained widespread below, describe examples of the use of the index. acceptance within companies, as measured by references to it in corporate documents and websites The primary value of such initiatives has been to (Oxfam America 2009). The term, however, remains strengthen internal reporting and analysis and gain amorphous within company management, with management buy-in. Much of this data is still not many in the industry contesting its measurability shared with communities directly affected by a (and therefore value) (Moffat and others 2016). company’s operations. To address this ambiguity, there has recently been a trend to “datafy” SLO-related activities and Social License in the Community create measurable benchmarks and baselines. The and Beyond SLO Index, developed by the Commonwealth Scientific and Industrial Research Organisation (an In the long term, the greatest impact of data on independent Australian federal government agency stakeholders and communities will be outside a responsible for scientific research) is one attempt to company’s boundaries (table 3). UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 21 TABLE 3 Potential areas of impact of social license Information Area of impact and Data Tool Examples https://eiti.org/homepage is the website of Extractive Industries Transparency Initiative (EITI)), which seeks to “promote the open and accountable management of oil, gas, and mineral resources.” http://openjadedata.org/datasets.html provides the latest data on Myanmar’s Transparency jade industry released by EITI. and Open data https://data.cdp.net/ provides open data on emissions, climate actions, and climate risks. accountability https://www.shell.com/sustainability/transparency/payments-to-governments. html lists payments that Shell makes to governments through taxes and royalties. https://www.resourcecontracts.org/ provides “plain language summaries of publicly available investment contracts for oil, gas, and mining projects.” https://www.patagonia.com/footprint.html is designed to foster trust in a company’s supply chain by providing details about the sustainability activities of its suppliers. Trust Data stories https://threadinternational.com/our-process/ uses data to tell the story of steps companies have taken to ensure that their products are responsibly manufactured and managed. SaharaReporters.com provides a platform for citizen journalists to report corruption and government malfeasance in Africa. http://goxi.org/ offers a “space to share, learn and connect for action towards Inclusion greater accountability and, in turn, better development outcomes of extractive Social industries.” and platforms https://ipisresearch.be/home/conflict-mapping/maps/conflict-mapping-drc/ participation asm-incident-tracker/ is an incident tracker that “allows Congolese civil society to report and track incidents in the mining sector in eastern DRC.” https://secure.ethicspoint.com/domain/en/default_reporter.asp provides a platform for citizens to report unethical or illegal activities by an organization. Web or Accessibility https://fixmystreet.org/sites/ is a platform for citizens to report local mobile problems and track the response of the agencies concerned. to services applications A study on Uganda shows that a treatment group that received a report Data card on staff and health center performance had better service delivery and Decision dashboards outcomes than a control group (Björkman Nyqvist, de Walque, and Svensson making and 2017). and responsiveness visualization Easier availability of budgetary information led to reduced absenteeism of teachers in India (Jelenic 2019). https://www.urban.org/sites/default/files/publication/99844/toward_ an_open_data_bias_assessment_tool_3.pdf describes the open data bias Data assessment tool (Narayanan and MacDonald 2019), a prototype for measuring Equality analytics the level of bias in open geographical data. and non- (including https://govex.jhu.edu/wiki/towards-eliminating-bias-in-open-311-requests/ discrimination AI/ML) (Peker and McKinney 2018), describes an initiative that uses new data, such as “diverse, nonstandard English text to reflect diverse cities and diverse speech,” to ensure that all citizen requests are treated fairly. 22 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES Use of SLO-Relevant Data in the allowing industry and government actors to disclose data at their discretion. Natural Resources Sector • Lack of regulation on the type of data and the Mining companies use only a tiny fraction of the frequency of collection and reporting leaves gaps data they collect—less than 1 percent, according in data comprehensiveness and utility. to a report by McKinsey (2015). Research by IFC suggests that data initiatives in the sector fall well • No enforcement mechanisms exist to ensure that short of expectations (Data in Action: Natural entities are implementing open data initiatives, Resources Disclosure for People and Progress, 2020). even where they are required by law to do so. A recent analysis of the state of open data (which As a result, data often suffer from coverage gaps can have a significant impact on SLO) in Colombia, (covering only portions of the natural resources value Ghana, Mongolia, and Peru reveals three major chain); quality issues (including lack of timeliness, challenges (Data in Action: Natural Resources consistency, and frequency); and a trust deficit (lack Disclosure for People and Progress, 2020): of relevance). Figure 4 describes the state of SLO- • Data collection and reporting (especially of relevant natural resources data at each stage of the nonfinancial data) are often not mandatory, data value chain. DATA VALUE-CHAIN STAGE STORAGE/ ANALYTICS/ EXCHANGE/ COLLECTION AGGREGATION APPLICATION DISSEMINATION The data most The level of aggregation Data is often in formats Data is not always reported STATUS valued by end- often does not respond that are difficult to in a timely fashion, delaying users—how to demand, with data understand or is the cycle of adaptation, royalties are spent, either highly aggregated not comprehensive, dissemination, and use. environmental (lacking subnational contributing to lack of use Infomediaries (individuals or impact, economic trends and implications) and poor interoperability. organizations that facilitate benefits—is or highly disaggregated Data often does not the use of data) and end-users frequently not the (lacking relevance to take end-user needs into are often unaware of national data industry or national-level decision consideration (including government data websites. governments collect making). data needs, format, and Promotion of these datasets at and report. language preferences), the subnational level is rare. leading to misalignment of Data is reported across data supply and demand. multiple, noninteroperable Lack of involvement with platforms, creating digital entrepreneurs with inefficiencies that limit access the technical capabilities and use. to create new products and Dissemination is frequently not services using digital data geared to the specific needs leaves many opportunities of well-defined audiences; untapped. publishers assume that one size fits all. FIGURE 4 Status of natural resources data relevant to social license to operate, by stage of the data value chain UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 23 Data Barriers Companies Must digital projects and tasks; in-house staff have limited information technology (IT) skills. Overcome • Limited data-related engagement with To maximize the value of data for SLO, companies communities. Many data initiatives are still must address the following constraints: driven by reporting requirements rather than • Lack of a well-defined data/digital strategy. thoughtful engagement with communities to Very few companies have formally established understand the demand for and value of data on strategies for digital transformation; even fewer SLO activities. have an explicit data strategy. • Limited engagement with entrepreneurs • Limited understanding of data and small companies. Most large natural opportunities and the data value chain. resources companies have not yet developed Senior management at most companies in the natural resources sector does not recognize channels to engage productively with small, the transformative shift digital technologies is technologically sophisticated companies with triggering. the capability to develop and test innovative solutions that big operations cannot. • Lack of a data culture. Most natural resources companies still operate in silos that impede the • Poor data infrastructure within companies. flow of data and data-driven innovation across Many companies are saddled with investments the company. Companies need to fundamentally in old-fashioned or legacy IT infrastructure, such reorient themselves and become more data focused. as siloed databases, which impedes rather than • Limited data skills within companies. Most supports digital transformation. Few companies natural resources companies still outsource invest in new data sources, such as satellite data. 24 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES The Limits of Data and Tishkoff 2019). All companies, and their stakeholders, must take this risk into account Data can significantly alter the practice of SLO in and seek to mitigate it. companies, but it is not a magic bullet that can resolve all challenges associated with managing • The evidence base is still developing. Despite community relations and gaining trust. some successes, data-driven change and the use Companies must consider the following limitations: of data for SLO are still very new. • Collecting and sharing more data does not • The benefits of data may be unequally automatically generate value. distributed. From questions of data ownership to • Transparency is not an end in itself but a means concerns about whom the value goes to, models to ends such as increased engagement, mutual for the truly beneficial use of data are still benefit, and trust. developing. • Data alone is insufficient. The experience of companies so far suggests that data-driven services complement, rather than replace, Data and Indigenous traditional channels. Communities • Different data is needed for different stakeholders. Indigenous communities are critical stakeholders in Stakeholder expectations vary across geographies and contexts, and different stakeholders the natural resources sector. Data initiatives must understand and use data in different ways. take special note of their historical circumstances and legal rights. Issues include ownership and the use • Data collection and use have socio-political and cultural implications. Data is not always of data on these communities and their cultural and neutral; there can be significant socio-political environmental assets. The Indigenous Data Sovereignty bias in the ways data is collected and used. For (IDS) provides a framework for maximizing the benefit example, only half the world’s countries with of open data for indigenous people and other users of indigenous populations include an indigenous indigenous data and ensuring proper stewardship of all identifier in their census forms (Mullane-Ronaki data (State of Open Data n.d). 2017). Companies must be sensitive to social and cultural expectations of local communities. • Data disruption has negative as well as positive consequences. Although it holds enormous potential, data-driven disruption is likely to lead to a loss of certain types of jobs; the reshaping of the company’s role in many communities, as operations become more remote and companies become less directly engaged in many communities in which they operate; and competitive realignment, as more data-savvy companies gain market share and displace incumbents. • Data can be misused. Data has frequently been used to exclude populations or discriminate against them. Recruitment algorithms, for instance, can discriminate against women (Reuters 2018), and many studies of disease are distorted by their disproportionate use of data on people of European descent (Sirugo, Williams, UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 25 CASE STUDIES Anglo American Gauging Community Sentiment in Real-Time Anglo American is one of the world’s largest mining companies, with headquarters in Johannesburg and London and operations in Africa, South America, North America, and Australia. It mines iron and ore, manganese, metallurgical coal, thermal coal, copper, nickel, platinum group metals, and diamonds. THE BUSINESS CHALLENGE Among the challenges Anglo has faced has been finding the right incentives to ensure communities’ The impact of a mine on communities within the area of ongoing participation in the surveys. In some countries, influence is complex and evolves continuously, making compensation in the form of air-time credits to it hard to measure and manage. Traditional perception a respondent’s mobile phone account has been surveys do not provide the continuous monitoring and effective. Anglo plans to expand to more project sites, impact measurement at scale required to proactively where it will engage community members with the engage communities and help prevent company– goal of closing the feedback loop with them more community conflicts. systematically. DATA IN ACTION Anglo American uses mobile-based community perception pulse surveys that ask participants to respond to five questions every month. The surveys include questions specific to each location (such as questions about dust levels and noise) plus two questions that are included in all surveys—“Do you trust Anglo American?” and “Do you support it?”—enabling comparisons across locations. Data service provider Ulula collects, analyzes, and manages data for the company. The response data is available to employees in close to real-time via a user-friendly dashboard that lets them detect changes and react to identified risks in a timely manner (figure 5). Easily comparable data across locations in Brazil, Chile, Peru and South Africa have been integrated in the corporate scorecard, which FIGURE 5 Real time dashboard providing senior management reviews at quarterly meetings. interactive site-level analytics Anglo also uses the data to communicate directly with Source: Ulula communities—through face-to-face engagement and digital channels—to better understand and help resolve issues that surface in the surveys. Surveys were to be added to three more sites by the end of 2019. LESSONS/NEXT STEPS Anglo’s system helps the company become proactive in dealing with community issues rather than reacting based on complaints that come through traditional grievance reporting mechanisms. Integration of SLO-relevant data in the corporate scorecard put sustainability performance on senior management’s radar, along with financial and operational indicators. 26 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES CASE STUDIES Barrick Gold Corporation Tapping the Digital Talent of Local Communities Based in Toronto, Barrick is the second-largest gold mining company in the world, with operations and projects in 15 countries. More than 75 percent of Barrick’s gold production comes from the Americas. THE BUSINESS CHALLENGE LESSONS/NEXT STEPS Barrick recognized that it was not fully leveraging its Barrick was able to crowdsource a large array of novel, own data and that there were business and community out-of-the-box approaches from participants with engagement opportunities in crowdsourcing digital diverse backgrounds and skills. After the hackathon, solutions from local entrepreneurs for potential it formed a partnership with the tech incubator application to its operations worldwide. and investor NXTP Labs to help build an innovation ecosystem in San Juan that nurtures and expands DATA IN ACTION technology and entrepreneurial knowhow in the Barrick collaborated with Unearthed, a large global province. NXTP also hosted a week-long accelerator community of entrepreneurs, software developers, and program in Buenos Aires for the top four teams, at data scientists that aims to make the natural resources which teams competed to attend NXTP’s four-month and energy industries more efficient and sustainable. accelerator program. The partnership culminated in a hackathon in Buenos Aires in September 2017 that presented four challenges to innovators regarding the company’s Veladero gold, located in Argentina’s San Juan Province: • Forecast maintenance on Veladero’s large haulage fleet. • Create a virtual participation platform for mining communities. • Forecast the elevation level of Veladero’s pregnant solution storage area. • Visualize gold in three dimensions, and forecast future output of the leach pad. More than 100 people participated in the event, developing 17 solutions. All participants retained ownership of the intellectual property they created over the 54-hour weekend event. The winning team which included three San Juaninos, designed a solution that used 3D visualization technology and drones to improve gold recovery rates in the mine processing area at Veladero. The Buenos Aires hackathon was one of a series of data dives organized by Barrick in partnership with Unearthed in 2017. The other four hackathons took place in Toronto, Beijing, Denver, and London. In 2018 Barrick sponsored a hackathon in Las Vegas, in partnership with Cisco, Unearthed, and Switch. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 27 CASE STUDIES Cerro Verde Mixing Technology with Traditional Face-to-Face Interaction to Achieve Transparency Cerro Verde is a large copper mine located about 20 miles from Arequipa, in southwestern Peru. It is one of the world’s largest reserves of low-grade copper. Since 2007 it has been managed by Freeport-McMoRan Inc., based in Phoenix, Arizona. THE BUSINESS CHALLENGE (financed, constructed, and operated by Cerro Verde). Cerro Verde shares this data with the local water Expansions of the Cerro Verde mine required authority on a daily and monthly basis and sends additional water for operations. Meetings with quarterly reports to the authority. Cerro Verde also stakeholders revealed concern that Cerro Verde was installed cameras and monitors in community areas to using more water than the licenses and agreements simplify access to information from the flowmeters. it had been granted allowed. The company realized that its communication about the expansion LESSONS/NEXT STEPS process needed to incorporate data in ways that all The company measures its success by the acceptance stakeholders could understand. of Cerro Verde in the community. One key success metric is the availability of the platform, but the DATA IN ACTION company realizes that transparency requires more Cerro Verde decided to provide real-time information than technical infrastructure and that its stakeholders on the consumption of fresh and treated water (figure include more than just government and technical 6). It installed new flowmeters at the Chili River intake institutions. It thus emphasizes face-to-face (the equipment and infrastructure were reviewed by meetings with community stakeholders to explain public national authorities to ensure data reliability) and validate the information it provides. It views such and implemented a platform to share the fresh (or consultations as a continuous process, as stakeholders river) water data with the National Water Authority. It constantly change. Cerro Verde will continue making installed flowmeters to measure the consumption of efforts to use diverse communication channels for treated water from the wastewater treatment plant different audiences. FIGURE 6 System to monitor water flow Source: Cerro Verde 28 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES CASE STUDIES Rio Tinto The Intended (and Unintended) Benefits of Data Rio Tinto is the world’s second-largest producer of iron ore and one of the world’s leading producers of diamonds. Most of its production is in Australia; its headquarters are in London and Melbourne. The company’s operations in Western Australia’s Pilbara region represent one of the largest integrated mining projects in Australia. THE BUSINESS CHALLENGE In the absence of data and analytics to measure the impact of its work, Rio Tinto regarded community engagement as a soft function. The team wanted to develop a data-driven approach, in line with the analytical work of the rest of the company. DATA IN ACTION Rio Tinto partnered with CSIRO to conduct surveys that track community attitudes toward the company’s investment programs. Participants share their views about the company’s activities through a series of monthly pulse survey that take five minutes to complete online. They receive tokens that they can allocate to eligible not-for-profit community groups, which convert them into cash. CSIRO collects and analyzes the data and shares them with communities and Rio Tinto. Rio Tinto has registered 800 participants (of a targeted 1,500) since the program’s inception in 2017. Although the share of the target is low, the sample is statistically valid. LESSONS/NEXT STEPS Insights from the surveys reaffirm and validate what Rio Tinto already knows in most cases. The data is, however, helpful in tracking and reporting trends and telling more effective data stories to both internal management and communities. Transparency has been one of the most critical success factors of the initiative: Rio Tinto publishes all data through an open FIGURE 7 How Local Voices works data website (https://research.csiro.au/localvoices/), a Source: Rio Tinto powerful demonstration to communities that it listens and shares. for example, use the data to inform their strategic plans. The open data website has proved useful not only to Another unintended benefit of the data has been its use the communities that Rio Tinto works directly with but for local procurement. also to other communities, educational institutions, and Rio Tinto believes it needs to make the data more local governments, which find the information valuable understandable and usable. The lack of data skills is and use it to develop their own strategic plans and a challenge. Questions also remain about long-term infrastructure decisions. Schools in Western Australia, ownership of the data. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 29 CASE STUDIES Yamana Gold Data-Driven Reporting to Management on Social License to Operate Activities Founded in 2003, Yamana Gold is a precious metals producer with a portfolio of producing mines, development projects, and exploration properties in the Americas. The company is headquartered in Toronto and operates in Canada, Brazil, Chile, and Argentina. THE BUSINESS CHALLENGE Yamana management wanted to better understand the value of the company’s SLO activities. The traditional reporting model—based on the number of stakeholder meetings, open houses, town halls, and focus- group meeting—did not address the primary social performance risks and challenges the company faced. DATA IN ACTION In 2018 Yamana adopted the SLO Index and launched related perception surveys in communities surrounding its operations in Jacobina, Brazil; Chapada, Brazil; Florida, Chile; and Cerro Moro, Argentina. An annual anchor survey sought to identify and “datafy” issues critical to community members, including employment, local contracts, and environmental issues, such as water, dust, vibration, and impacts on housing and the housing market. This survey was supplemented by quarterly mobile surveys pushed out via SMS and telephone interviews that zeroed in on a few key indicators of interest in the local context. Yamana outsources data collection (to CSIRO), an important factor contributing to community trust. The result of the surveys was a rich data set that provided strategic detail on both what and how to improve social license. Yamana also rolled up the data into scores on trust and acceptance (ranging from 1 to 5), which facilitated improved visibility by senior management on a site’s social performance. LESSONS/NEXT STEPS The Yamana team believes that using data to report on SLO activities and “speaking the language of management” has helped put the social aspects of community relations on a par with health and safety as issues of interest and importance. The team is also exploring the possibility of sharing the findings externally. It believes that the focus on data has helped improved accountability for SLO results within the company and identify social risk as it emerges. It also FIGURE 8 Measuring our social license: thinks that having access to industry benchmarks will be the SLO index a powerful incentive to improve performance. Source: Yamana Gold 30 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES The Social License Data Toolkit The following resources can help companies interested in collecting data for SLO. For further information about assessments, contact the From Disclosure to Development (D2D) team. Self-Assessment of Readiness to Use Data The rapid self-assessment tool shown in table 4 provides an initial framework to measure a company’s readiness to use data successfully. TABLE 4 Self-assessment tool for determining a company’s readiness to use data successfully INDICATOR YES NO PARTIAL Leadership Senior management includes a chief data officer or equivalent There is management commitment to create a digital company Strategy/ The company has a published corporate data/digital strategy Policy The company uses a “whole-of-firm” approach to dataa; it is committed to creating a unified data framework that cuts across departments within the company The company collects all data digitally All of the company’s data is available (to appropriate users) in reusable format The company’s strategy provides clear guidance about the access level for each data type The company provides clear guidance about legal/regulatory issues associated with the collection, use, and general management of data The company provides clear guidance about data quality The company uses established and consistent data standards in its operations The company requires the collection and use of appropriate data for SLO The company is committed to sharing appropriate data externally for SLO and other uses Skills The company provides training on data to all its staff The company either employs in-house data scientists or contracts with them The company has access to and uses staff or consultants with expertise in data management, data visualization, analytics, and data governance Infrastructure Staff have access to data analytics tools and services The company’s infrastructure is “digital by default” (a set of design and technology principles to make digital services user-friendly and open) Engagement The company uses data-informed approaches in its engagement with civil society actors and other stakeholders The company is committed to sharing appropriate data with stakeholders The company includes data in reusable format as part of its statutory reporting The company co-creates data with communities as part of its engagement strategy Funding Dedicated funding in the company is available for data strategy/infrastructure Note: a. The whole-of-firm concept is based on the whole-of-government approach in government (sometimes referred to as joined-up government). The idea in both cases is to establish a framework and provide tools that make it easy for different departments to work together to deliver common solutions to their clients instead of working in the silos that are common in typical government agencies. UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 31 Self-Assessment of the Data Value Chain The self-assessment tool shown in table 5 provides an initial framework for measuring a company’s preparedness in different aspects of the data value chain, with an emphasis on SLO. TABLE 5 Self-assessment tool for measuring a company’s maturity along the data value chain INDICATOR YES NO PARTIAL Collection The company has instrumented (through the use of sensors) or otherwise digitalized its operations across the entire value chain The company provides clear guidelines to its field teams about local laws and regulations regarding the collection of data The company has identified and collects SLO-relevant data at all stages of the value chain Storage/ The company has a well-defined cloud strategy Aggregation The company has clear guidelines about data retention and access, including access by local communities The company makes it easy to aggregate and access data from external sources Analytics/ The company uses data analytics for its operations across the value chain application The company has developed tools and applications that make it easy to use its data The company provides data analytics tools and applications to its stakeholders, including local communities Exchange/ The company has a policy on sharing appropriate data with local communities and dissemination other stakeholders The company’s data strategy encourages collaborative collection and use of data Soft data The company trains its staff on local data regulations and policies infrastructure There is a strong data culture in the company (evidence may include a published data strategy, emphasis on data/digital in operations, and use of data for decision making) There is an emphasis on increasing data skills and literacy within the company Hard data The company has made appropriate investments in its data management infrastructure infrastructure at every stage of the value chain 32 | UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES Self-Assessment of the Data Policy Environment The self-assessment tool shown in table 6 provides an initial framework for evaluating government data policies that may affect the company. The implications for the company in question will differ based on its business model. TABLE 6 Self-assessment tool for evaluating government data policies that may affect the company INDICATOR YES NO PARTIAL Data privacy There are clear laws regarding the handling of private data in the country The laws clearly describe the accountability/responsibility of private companies in the management of personal data Data There are clear laws regarding data/cybersecurity and protection in the country protection The laws clearly describe the conditions under which private companies must share and cyber data with the government security Laws cover issues such as data breaches, minimization, and liability Intellectual There are clear laws regarding the intellectual property associated with datasets property Existing intellectual property law explicitly promotes access to and reuse of government owned data assets Data Existing law requires data localization (companies must store certain types of data localization within the national boundary) Localization requirements cover only personal data Localization requirements go beyond provisions in international trade agreements Data There are clear laws about the ownership of data collected by companies ownership Regulations are explicit about thresholds for data monopolies and competition Regulations are explicit about the conditions under which data stakeholders can claim ownership over specific data assets Freedom of There is a formal government policy on freedom of information information The policy includes clear guidelines for the commercial reuse of government data There are clear guidelines about access to key data assets for the public UNLOCKING DATA INNOVATION FOR SOCIAL LICENSE IN NATURAL RESOURCES | 33 References Accenture. 2017. “Digital Technology in Mining: Progress and Opportunity, (SlideShare).” https://www.slideshare.net/accenture/digital- technology-in-mining-progress-and-opportunity. 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