L' Institut Canadien des Mines, de la Metallurgie et du Petrole - Founde en 898, Fierte et Vision
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Fierte et Vision
Founde en 898,
L’ Institut Canadien des Mines,
de la Metallurgie et du Petrole
Le leadership pour les professionnels de l’industrie canadiennes dans le
mineraux, les metaux, les materiaux et l’energie.
Site Web
Mission
To promote the Arts and Sciences connected with the
economical production of valuable minerals and metals
To take concerted action upon such matters as affect the
mining and metallurgical industries of the Dominion of
Canada [and]
To encourage and promote these industries by all lawful and
honourable means.
A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Dakar RSE – Mars 2011
• Objectifs – Dialogue Societal
• Lecons
• Conditions Gagnantes
• Points d’ancrage
• Modeles de developpements
A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Lecons
• Multiples Experiences (CMIC, CFES, RSE, WIM, et
autres)
• Collaboration:
• intra sectorielle CMIF
• Internationale ICMM, AusIMM
• Multi Partite: AMC:COI, DI, et autres
• Chapitres – Sections: Contexte Local
• IBA: Impact Benefit Agreements
• Capacite: en support a la RSE, governementale,
legislation et reglementation (sante, securite,
resources et reserves
A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Lecons IBA
• Mosaiques de Communaute et de Contextes
• Structure: Formelle et Informelle
• Culture et Traditions
• Dynamique:
• Rayonnement – sphere d’influence
• Evolution: connaissances, perception et impact
• Demande flexibilite, vs rigidite
• Depasser le cadre legal – reglementaire “Social
Licence”
• Mecanismes de support a la RSE - capacite
A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Conditions Gagnantes
• Champions
• Multiple Organisations existantes – buts commun,
alignement
• Etablir les mesures de succes
• Confirmer le gap, la “valeur”
• Le temps et l’argent
• 1 ans et +: consultations, leadership initial,
preuve de concept
• Batir la confiance
• 2-3 ans: structure officielle, financement long
terme
A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Points d’Ancrage
• Experience Multi Partie
• Multiples Associations
• Federation – collaboration
• Leadership du gouvernement
• Modele d’engagement et d’evaluation
• Activites existantes:
• Universite
• Chambre de Commerce
A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Modele
• Rayonnement – activites, continue:
• Locale et Nationale, Conferences, Publications, WEB
• Reseaux Sociaux?
• Recherche:
• Benchmarking – balisage, Etudes de Cas – “peer
review”
• Principes - Pratique:
• Systemes de gestion et instruments
• AMC TSM – VDMD, PDAC E3+
• NI43101 – CIM definitions et meilleures pratiques
• Outils: valuation, investissements durables
• Raccorder les reseaux multiples, Aligner efforts aux GAPs
CSR Centre of Excellence
The Strategy calls for the development of a CSR Centre of Excellence
in an existing institution outside government that will provide:
• Up-to-date, relevant information on CSR for
clients in government and industry
• Business-friendly tools to implement
CSR/inventory of extractive sector regulations and
policies
• “Community of practice” public platform for
stakeholders to share information
• The centre will hosted by The Canadian Institute
of Mining, Metallurgy and Petroleum (CIM)
9A COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Dakar RSE – Mars 2011
• CSR will be interpreted in an inclusive, non-judgmental way and cover
Definition issues related to social, environmental and ethical business practices
• First priority: end-to-end mining practices in high-risk developing countries
(Latin America/Africa) in English
Scope • Quick second priority: oil and gas, applicability to Canadian north, French
content and translation
• Long term vision: common ‘one-stop-shop’ for all sectors
• The CSR Centre of Excellence will function as a clearinghouse for CSR
information. Its goal is to be a legitimate, credible and non-threatening
source of CSR learning for industry, government, academics and civil
society organizations. It is not a forum for policy or project critique.
Vision • The Centre will operate on the principles of: inclusion, value add and
complementarity, shared leadership, collaboration, open source and free
access. It will leverage proven technology to make it easy to access
information and networks.
• Advisory panel of ~30 representatives meeting semi-annually on rotating
Governance terms
• Board of Directors of 10-15 representatives meeting quarterly on rotating
terms
• Partners sign MOUs with CIM to document roles and responsibilitiesA COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Dakar RSE – Mars 2011
Academics, Civil Society Organizations, Companies, Educators, General Public
Government, Host Countries, Investors, Media, Practitioners
• Consumers of knowledge will have unrestricted access to the full range of information.
Some information will be available free-of-charge while some will be available for a fee.
Info out Advisory Panel
• Represents a spectrum of interests,
CSR Clearinghouse experience
• A central web-based database • Provides unrestricted input on material
of research, tools, best issues
practices, training materials
and experts Board of Directors
• Is accountable for the decisions of the
Centre
Info in • Sets vision, tracks performance, makes
decisions
Research Tools Best Training Registry of
practices Materials experts
• Sources of knowledge will include but not be limited to contributions from: industry,
consultants, all levels of government, host governments, Canadian academics,
international academics and civil services organizationsA COMMUNITY FOR LEADING INDUSTRY EXPERTISE
Dakar RSE – Mars 2011
Academics, Civil Society Organizations, Companies, Educators, General Public
Government, Host Countries, Investors, Media, Practitioners
Info Advisory Panel
out • Representatives from industry, academics,
CSR Clearinghouse government, civil society organizations
Hosted by CIM but
distinct from other Board of Directors
CIM initiatives • Representatives from industry, academics,
government, civil society organizations
Info
in
Research Tools Best Training Registry of
practices Materials experts
• Information will be screened by representatives from industry, academics, government
and civil society organizations using pre-determined criteria. In some cases, the
clearinghouse could act as a point directly to different sites with CSR content (ie act as a
portal)
Possible partnerships with CBSR, CBERN, MAC, PDAC, CCIC, DIProposed scope of Centre
• To improve the social and environmental performance and
Mandate reputation of Canadian companies by improving their capacity to
address CSR in their operations internationally.
Advisory Groups/Roundtables
Proposed
Mechanisms Research Tools Case Training Contact Partner- Contact
Studies Materials Registry ships centre
Community involvement
Organizational Human rights and development
Proposed governance
Environment Consumer issues
Universe of
Issues1 Labour practices
Fair operating practices
DRAFT 1. Based on ISO 26000 core subject taxonomyProposed Knowledge Management Framework
Knowledge Management Framework
UNDP Oslo
Governance
Centre
Canadian Business
Business & for Social
Human Rights Responsibility Step 4
Resource (CBSR) Mechanism to fill
Centre knowledge gaps
Examples
Ethipedia Step 3
Rights &
Democracy Mechanism to
provide informed
knowledge
Step 2
Mechanism to
identify right
information
Step 1
Easy navigation
of informationWhat functionality would add value?
Advisory Groups/Roundtables
Research Tools Case Training Contact Partner- Contact
Studies Materials Registry ships centre
Searchable • Rating system • Linked In • E-discussions
Site map • Wikipedia • Discussion • Virtual network
Notice board forums of experts
Event schedule • Contact centre • Webinars
• Podcasts
• Dedicated
advisor
Step 4
Mechanism to fill
Step 3 knowledge gaps
Mechanism to
Step 2 provide informed
Mechanism to knowledge
Step 1 identify right
Easy navigation of information
informationWhat sources of content would add value?
Community involvement
Organizational Human rights and development
governance
Environment
Labour practices Consumer issues
Fair operating practices
News feeds • Custom alerts • Synthesis of • Investment in
Website links • Weekly updates existing new research
Government CSR • Peer review research • Development of
programs process • Commentary guidance notes
Issue/company/ • FAQs • Navigation of
country directory • ‘Getting started’ existing
Portal to leading section standards
thinkers
Step 4
Step 3 New knowledge
to fill gaps
Step 2 Informed
knowledge
Step 1 Right information
InformationCompetency matrix will help to stakeholder to identify
representatives
Target Competencies
Stakeholder
Groups
Academics
Extractive
Companies
Government
Indigenous
Investors/ FIs
NGOs
Practitioners/Co
nsultants
DRAFTMost Important Issue the Mining Industry Needs to Address
Source: GlobeScan 2008 Reputation and Issues Report
**Includes human rights violations, investing in communities where it operates, sharing benefits with
communities, transparency/honesty, and treatment of Indigenous people
Asked of half of sampleUnprompted, Top Mentions, Average of 23 Countries* 18/5
G12Ba. And what about the Mining industry—what is the most important problem it needs to address?CSR Performance of Mining Companies
Net Ratings,* by Country
*Net ratings represent “Among the very
best” and “Above average” minus “Below
average” and “Among the very worst.”
10tB. Please rate each of the following
types of companies on how well they fulfill
their responsibilities to society. Compared
to other types of companies, would you
say mining companies are…?CSR Performance of Industry Sectors
Canada, 2009
*Net ratings represent “Among the very best” and “Above average” minus “Below average” and “Among the very worst”
The white space in this chart represents “Depends on the company,” “Not familiar with this industry,” and “DK/NA.”
10t. Please rate each of the following types of companies on how well they fulfill their responsibilities to society.CSR Performance of Industry Sectors
Canada, Net Ratings,* 2001–2009
*Net ratings represent “Among the very best” and “Above average” minus “Below average” and “Among the very worst”
10t. Please rate each of the following types of companies on how well they fulfill their responsibilities to society.Trust in Institutions
Net Trust,* Average of 11 Tracking Countries, 2001–2007**
*”A lot” and “Some trust” minus “Not much” and “Not trust at all”
**Source: The 2002 data come from the Voice of the People survey, a collaboration between
GlobeScan and Gallup International.
23 G4t. Please tell me how much you trust each of the following institutions to operate in the best interest of our society.
Would you say you have a lot of trust, some trust, not much trust, or no trust at all in…?Defining Reputation Drivers
Ethical advertising
Profitability
Charitable & community Managing energy
Listening to people support usage
Environmental
Reputation Attributes
management Trust in the company Product innovation
Resource management
Research &
Development Visionary leaders Attracting the best employees
Statistical Pattern Recognition
To Group Attributes
Global Reputation DriversStrategic Quadrant Analysis
Identifying the key drivers of XX’s reputation. Regression analysis
helps create a matrix of opinions held and their overall salience to
XX’s objectives.You can also read
